Podcasts about north star

The North Star helps orient travelers at sea or in the wild. They'll likely get lost, however, if they identify the wrong star! Discover where David's thinking went off course as he sought to “help” the Lord. Listen to Truth For Life with Alistair Begg. ----------------------------------------- • Click here and look for "FROM THE SERMON" to stream or read the full message. • This program is part of the series ‘A Study in 1 and 2 Samuel, Volume 6' • Learn more about our current resource, request your copy with a donation of any amount. Helpful Resources - Learn about God's salvation plan - Read our most recent articles - Subscribe to our daily devotional Follow Us YouTube | Instagram | Facebook | Twitter This listener-funded program features the clear, relevant Bible teaching of Alistair Begg. Today's program and nearly 3,000 messages can be streamed and shared for free at tfl.org thanks to the generous giving from monthly donors called Truthpartners. Learn more about this Gospel-sharing team or become one today. Thanks for listening to Truth For Life!

Welcome back to Impact Theory with Tom Bilyeu. In this episode, Drew and I take you through a whirlwind week where politics, world affairs, and tech innovation collide. We dissect Biden's shocking cancer diagnosis and what it means for the country, dig into Bernie Sanders' eyebrow-raising admission about the Democratic Party, and go deep on just how broken the government really is—and how (or if) it can ever be fixed. We tackle the big questions: What does it take to create a thriving middle class? Should we trust the government to spend more and do more, or do we need to completely rethink the machine? Are we living through a crisis of vision, where our leaders offer no North Star to inspire the country? And with news breaking on both the NIH's gain-of-function research and China's clampdown on gene editing, are we prepared for the next wave of scientific disruption? SHOWNOTES 00:00 – Biden's Cancer Diagnosis: Personal Impact & Political Fallout 03:14 – Are Our Leaders Too Old? The Real Problem with Political Power 07:08 – Lincoln's Legacy and the Ugly Truth Behind Political Narratives 10:58 – Why America Needs a New Vision (and Why We Don't Have One) 12:59 – Bernie Sanders & the Democratic Party: A Threat to Democracy? 15:39 – Can We Fix the System, or Is It Rigged Beyond Repair? 21:19 – Why Government Spending Is Broken (and How It Could Be Fixed) 27:00 – Positive Visions, Populism, and the Future of American Politics 32:03 – NIH, Wuhan Lab, and the Danger of Silencing Truth Seekers 43:31 – China, Gene Editing, and a New Age of Scientific Heresy 53:02 – Agentic AI: The Next Phase, What It Means, and How to Win 57:56 – Which Jobs Are Disappearing, and Which Will Survive the AI Revolution? 1:02:17 – Business in the Age of Hyper Turnover: What You Need to Know 1:09:36 – Ukraine, Russia, and Trump's Latest Negotiation: A Real Path to Peace? 1:10:13 – The Epstein Files: Government Secrecy and Conspiracy Theories CHECK OUT OUR SPONSORS Vital Proteins: Get 20% off by going to ⁠https://www.vitalproteins.com⁠ and entering promo code IMPACT at check out Monarch Money: Use code THEORY at ⁠https://monarchmoney.com⁠ for 50% off your first year! Shopify: Sign up for your one-dollar-per-month trial period at ⁠https://shopify.com/impact⁠ Netsuite: Download the CFO's Guide to AI and Machine Learning at ⁠https://NetSuite.com/THEORY⁠ iTrust Capital: Use code IMPACTGO when you sign up and fund your account to get a $100 bonus at ⁠https://www.itrustcapital.com/tombilyeu⁠  Mint Mobile: If you like your money, Mint Mobile is for you. Shop plans at ⁠https://mintmobile.com/impact.⁠  DISCLAIMER: Upfront payment of $45 for 3-month 5 gigabyte plan required (equivalent to $15/mo.). New customer offer for first 3 months only, then full-price plan options available. Taxes & fees extra. See MINT MOBILE for details. What's up, everybody? It's Tom Bilyeu here: If you want my help... STARTING a business:⁠ join me here at ZERO TO FOUNDER⁠ SCALING a business:⁠ see if you qualify here.⁠ Get my battle-tested strategies and insights delivered weekly to your inbox:⁠ sign up here.⁠ ********************************************************************** If you're serious about leveling up your life, I urge you to check out my new podcast,⁠ Tom Bilyeu's Mindset Playbook⁠ —a goldmine of my most impactful episodes on mindset, business, and health. Trust me, your future self will thank you. ********************************************************************** LISTEN TO IMPACT THEORY AD FREE + BONUS EPISODES on APPLE PODCASTS:⁠ apple.co/impacttheory⁠ ********************************************************************** FOLLOW TOM: Instagram:⁠ https://www.instagram.com/tombilyeu/⁠ Tik Tok:⁠ https://www.tiktok.com/@tombilyeu?lang=en⁠ Twitter:⁠ https://twitter.com/tombilyeu⁠ YouTube:⁠ https://www.youtube.com/@TomBilyeu⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Mike Linch reflects on the powerful stories of Jonathan Irons and Maya Moore, discussing themes of hope, purpose, and perseverance in leadership. He emphasizes the importance of intentionality in achieving greatness and the impact of using one's platform for a greater cause. The conversation also highlights the significance of perseverance in overcoming challenges and the inspiring journeys of both Jonathan and Maya.

You're juggling a million things and trying to keep your organization running smoothly — but what if the real issues you're facing aren't random? In this episode, I introduce you to the STRONG Framework — the six foundational pillars of a resilient nonprofit — and show you how to identify where your organization might be structurally out of sync.If you've ever asked, “What's really going wrong here?” this is the clarity you've been looking for.In this episode, you'll learn:A high-level breakdown of the STRONG Framework I use with all my nonprofit clientsHow to spot which part of your organization is absorbing pressure it wasn't built to carryWhy resilience starts with diagnosis — not doing more3 Key Takeaways:Structural issues cause chronic organizational pain — and they're fixable.Not everything needs to be fixed at once. One shift at a time is powerful.Diagnosing problems gives you clarity and control — not overwhelm.Step-by-Step: The STRONG Framework ExplainedS — Strategic Clarity Are you aligned around a clear North Star? Misalignment here shows up as team overwhelm, scattered priorities, and disengaged stakeholders.T — Team & Ownership Are roles, responsibilities, and decision-making authority clearly defined? A deficit here leads to bottlenecks, dropped balls, and over-reliance on you.R — Resources Is your funding sustainable and aligned with your growth? Constant feast-or-famine fundraising points to a Revenue Deficit.O — Operations Do your systems support efficiency and scale? If your team is stuck reinventing the wheel or bogged down in manual tasks, this pillar needs work.N — Networked Capacity Are you leveraging advisors, partners, and your broader ecosystem — or carrying the mission alone?G — Governance Is your board engaged at the right level? Both micromanagement and disengagement signal a Governance Deficit.

For this episode of the Data Center Frontier Show podcast, DCF Editor-in-Chief Matt Vincent and Senior Editor David Chernicoff sat down with Tony Grayson, President and General Manager of Northstar Technology Group's Enterprise and Defense unit, to unpack a strategic acquisition that's shaking up the edge and modular data center space. The conversation centered on Northstar's acquisition of Compass Quantum, a company known for its rapidly deployable, composite-based modular infrastructure tailored for both enterprise and defense applications. From Compass to Northstar: A Strategic Realignment “We were developing a modular brand at Compass,” said Grayson. “Where Compass was building the gigawatt-scale campuses, I was building the smaller campuses using building blocks of modules—versus, you know, kind of a stick build.” That smaller-scale focus gained traction with enterprise clients, including several Fortune 50 companies, but new opportunities in the defense sector introduced regulatory friction. “Compass is Canadian-owned, and that goes against some of the rules that the U.S. government has,” Grayson explained. “Chris Crosby was a huge supporter… he wanted to sell us so he wouldn't hinder us from growing the company or servicing U.S. defense needs.” Enter Northstar Technology Group, which brings a strategic partnership with Owens Corning—the manufacturer and IP holder behind Compass Quantum's composite materials. With engineering, manufacturing, and construction capabilities now integrated under one roof, Grayson sees the acquisition as a natural fit. “Everything is now in-house instead of trying to go outside to other consultants,” he said. AI-Ready Modulars in 5MW Increments As hyperscale demands evolve, Grayson noted growing customer appetite for 5 megawatt modular units—mirroring the scale at which Nvidia and others are now building AI infrastructure. “You've seen Wade Vinson talk about it at Data Center World, and you see Jensen [Huang] talking about 5 megawatts being the line where you cross between the L2 and L3 network,” he said. “We can build in 5 megawatt increments and drop that stuff in parking lots—either as an operating lease or as a sale.” That flexibility extends to Northstar's channel partners, who are increasingly seeking a variety of procurement models. “Some want sales, not just leases. It gives us more freedom to do that kind of stuff,” said Grayson. “Sometimes it's better to be lucky than good, and I feel like the timing of this couldn't have been better for where the industry's at right now.” Veteran-Led Advisory Team Strengthens Defense Strategy In addition to the materials and platform innovations, Northstar's defense ambitions are underpinned by what Grayson describes as a “dream team” of senior military advisors. “We basically have every outgoing ‘six'—the people in charge of IT and comms for the Air Force, Marine Corps, Army, and Navy—as advisors,” he said. “Some will be coming on full time.” These high-level advisors, many of whom retired as three-star generals, are instrumental in helping Northstar align its solutions with evolving defense requirements, particularly in distributed compute and real-time data processing. “We're making huge progress on the enterprise side, but the defense side is where we need to catch up,” Grayson added. “Defense globally needs distributed compute… they're ahead of enterprise when it comes to inference platforms.” He also highlighted Northstar's engagement with the Navy, particularly around airborne systems. “That's why we have the old air boss, Admiral Weitzel. He helps us with aircraft systems. These planes generate so much data, and we need advice on how best to internalize and analyze it.” Material Advantage: Why FRP Composites Are a Game-Changer: Durability, Customization—and No Tariffs A key differentiator for Northstar's modular approach is its use of fiber-reinforced polymer (FRP) composites instead of traditional steel or concrete enclosures. As Grayson explained, “There's no tariffs involved in any of this stuff. It's all locally sourced and rather easy to get from Owens Corning.” This material advantage extends far beyond sourcing. FRP composites allow Northstar to customize modules for specific use cases, including: Fire resistance: Two-hour fire ratings. Extreme weather: Withstanding 250 mph winds—Category 5 hurricanes and F5 tornadoes. Military resilience: Ballistic protection up to 7.62mm and .50 caliber rounds. And despite their strength, these modules are extremely lightweight—“30% lighter than aluminum,” said Grayson. “I don't know if you've ever seen the picture of me holding the 15-foot I-beam. I'm a sub guy, not Army tough. I definitely couldn't hold that up if it were steel.”

Stew Campbell, Partner at The Chernin Group In this episode of M&A Science, host Kison Patel sits down with Stew Campbell to explore how growth equity supports founder-led companies beyond just capital. Stew shares lessons from his career helping businesses scale while preserving their culture and mission. They discuss how founders should think about their boards, when to consider a minority recap, what separates elite investors, and how to navigate noisy capital markets with clarity and confidence. Whether you're a founder eyeing your next stage of growth or an operator thinking through the right partner, this episode unpacks how to scale with intention. Things you will learn: What a value-creating board actually looks like—and how to build one How to differentiate growth equity, private equity, and venture capital When to consider a minority recap—and how to structure it Why investor relationships are a long game and how to run your own "unbanked process" __________ Turn Your Chaos into Control:Tired of chasing updates across spreadsheets and email threads? Discover how DealRoom helps corporate development teams bring order to M&A.

Send us a textIn this episode of Walk 2 Wealth, I sat down with Scott Clary, host of the Success Story Podcast and a seasoned entrepreneur who's spent years unpacking what it really takes to build a life and business you love.We talked about why blindly copying our parents' playbook no longer works in today's world, how to break free from the expectations others have for your life, and the dangers of tying your self-worth to your work.Scott also shared tactical insight on de-risking your entrepreneurial journey, navigating career pivots, and why clarity—knowing your North Star—is your most valuable asset.Whether you're just starting out or trying to realign with your purpose, this one will challenge how you think about success.

In part 4 of our Greatest Hits series, Mike shows us why obeying God is always the best choice as he dives into the story of Jonah.

Two-time Olympic gold medalist Giles Scott discusses his remarkable journey from youth sailor to SailGP driver. Hear about the experiences, decisions, and lessons learned that have shaped Scott's career and made him one of the most successful sailors of his generation. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of RETHINK Retail, host Andrew Bubsy speak to, Steve Hewitt, former CEO of Gymshark, breaks down the transformative years that helped Gymshark achieve unicorn status. Through a blend of people-first leadership and strategic clarity, Steve shares how the brand scaled without losing sight of its purpose. ⏱ Timestamps: [02:00] Why ego kills culture and humility builds momentum [06:00] People-first hiring: “No assholes, just aligned values” [11:10] Choosing investors who fit your culture [14:00] The “North Star” framework explained [17:00] Audience: Focused targeting and social-native growth [20:30] Values & standards: Why internal clarity matters most

About the Guest(s):Alissa Rausch is a dedicated advocate for inclusive education rights, especially for young children with disabilities and various intersectional identities. Based at the University of Denver, she has extensive experience as a provider, program leader, educator, and technical assistance provider, notably developing inclusive programs and participating actively in legislative initiatives with organizations like Disability Law Colorado and the Early Childhood Technical Assistance (ECTA) Center.Ben Riepe is a Senior Project Manager at the Positive Early Learning Experiences Center at the University of Denver, contributing significantly to ECTA and the National Center for Pyramid Model Innovations. With 13 years supporting Head Start Classrooms as a teacher and coach, Ben focuses on embedding evidence-based inclusive practices into classrooms and communities.Episode Summary:Delve into a transformative discussion on the Think Inclusive Podcast with Tim Villegas, featuring an insightful conversation with Alissa Rausch and Ben Riepe from the University of Denver. They discuss the significance of the Early Childhood Technical Assistance Center's inclusion indicators, designed to guide systems at varying levels, like state and community, towards enhancing inclusive practices, aiming for a profound societal impact.In this episode, Alissa and Ben emphasize the critical role of systems in fostering inclusive environments for children, particularly those with disabilities. They explore the implementation science behind these indicators and how it supports sustainable and meaningful inclusive practices. Through poignant real-world examples and insights, they expound on the barriers families face and the power of family partnerships in achieving truly inclusive educational settings. Their experiences and collaborative work highlight opportunities for systemic change, especially through intentional community-based approaches and systems-level transformation, positioning early childhood inclusion as a foundational element of lifelong success.Complete show notes and transcript: https://mcie.org/think-inclusive/transforming-inclusive-education-through-inclusion-indicators/Key Takeaways:-Inclusion Indicators: Developed by ECTA, the indicators serve as a North Star for programs implementing inclusive practices across various levels such as state, community, and local programs.-Systems Approach to Inclusion: Emphasizes working at every level of the educational ecosystem, from state policies to individual classrooms, ensuring comprehensive support for inclusive practices.-Family Partnerships: Building genuine partnerships with families is critical, recognizing them as co-constructors in the journey of inclusion, thereby facilitating better educational outcomes.-Long-Term Impact: Highlighting the necessity of early childhood inclusion as a foundation for lifelong educational and community success.-Implementation Science: Using strategic, science-based processes for planning and executing inclusive practices, aiming for scalable and sustainable change.Resources:ECTA Center: https://ectacenter.org/Disability Law Colorado: https://disabilitylawco.org/Thank you to our sponsor, IXL: https://www.ixl.com/inclusive Hosted on Acast. See acast.com/privacy for more information.

Lindsay and Madison discuss the death of Thomas Edwin Bartlett, as well as why you should go to a quality dentist, why you should background check your doctors, and how not to procure poison. Information pulled from the following sources 2022 Historic Mysteries article by Lauren Dillon 2022 Mayfair Times blog post 2022 Providentia blog post by Dr. Vitelli 2015 Strange Tales blog post by Sarah Hapgood 1926 Sunday Mercury article 1919 Sunday Dispatch article by Philip Curtin 1886 Auckland Evening Star 1886 The Bristol Mercury and Daily Post, Western Countries and South Wales Advertiser 1886 Cambridge Weekly News 1886 The Hampshire Advertiser 1886 The Leeds Mercury 1886 Lloyd's Weekly Newspaper 1886 The North Star 1886 The Times C.A. Asbrey blog post Historic UK article by Ben Johnson Kent Maps Online article The Trial of Adelaide Bartlett Wikipedia Send us your listener questions to bit.ly/AskYOC. Go check out our friends Alanna and Kelsey over at the Castles & Cryptids podcast, which is part of the Darkcast Network. Become a member on Buy Me A Coffee for as little as $1/month to support the show.  Get your groceries and essentials delivered in as fast as 1 hour via Instacart. Free delivery on your first 3 orders. Min $10 per order. Terms apply. You can write to us at: Ye Olde Crime Podcast, PO Box 341, Wyoming, MN 55092. Leave us a rating and review on Apple Podcasts, Podchaser, Spotify, Podcast Addict, Audible, or Goodpods! Don't forget to follow us on Twitter, Instagram, Threads, Facebook, TikTok, and YouTube. Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textWhen multiple projects collide with competing deadlines, stakeholder management becomes an art form. In this dynamic episode of the Customer Success Playbook, Kevin Metzger and Roman Trebon continue their conversation with Elizabeth Harrin, exploring the intricate dance of aligning diverse stakeholder expectations. From financial services to healthcare, Elizabeth shares her cross-industry insights on what truly matters to different stakeholders and how to orchestrate harmony amid chaos.Detailed AnalysisThe episode opens with Elizabeth's compelling cross-industry comparison that immediately sets the tone for nuanced stakeholder management. Her transition from financial services to healthcare revealed a fundamental truth: what matters most varies dramatically by context. In finance, deadlines reign supreme; in healthcare, quality trumps timing when lives are at stake. This powerful example illustrates why understanding stakeholder priorities isn't just good practice – it's essential for project success.Elizabeth introduces her stakeholder prioritization grid, a tactical tool that transforms vague relationship management into strategic action. The framework helps project managers navigate the complex web of expectations by first identifying what each stakeholder values most – whether it's time, cost, quality, or social impact. This clarity becomes the North Star for prioritization decisions.The conversation takes a practical turn with Elizabeth's "Five Email Rule" – a communication strategy that recognizes when digital ping-pong needs to become actual dialogue. After five exchanges, pick up the phone or schedule a meeting. It's a simple yet powerful reminder that efficiency sometimes means stepping away from the keyboard.Roman's enthusiasm for tactical tools shines through as he highlights the real-world applicability of Elizabeth's methods. This isn't theoretical project management; it's battle-tested wisdom that acknowledges stakeholders are just as overwhelmed as project managers. Elizabeth's solution? Become "easy to do business with" by streamlining communications, creating consolidated reports, and establishing predictable patterns.The discussion culminates in a masterclass on transparency and trust. When competing demands surface, honest conversations about trade-offs become possible only when you've built that foundation of trust. Elizabeth emphasizes that while you can accomplish anything with enough resources, reality demands smart choices within constraints. By making these constraints visible, project managers empower stakeholders to guide prioritization effectively.This episode delivers a crucial message for customer success professionals: managing multiple projects isn't just about juggling tasks – it's about orchestrating relationships, understanding diverse priorities, and creating systems that make collaboration effortless.Now you can interact with us directly by leaving a voice message at https://www.speakpipe.com/CustomerSuccessPlaybookPlease Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

Heyyy welcome to another episode of AO! On this episode we talked about our camping trip we went on last weekend. After that we talked about the NFL Draft, and actually managed to talk for a while without immediately going to the Sanders situation. Lastly we did a quick trip through politics where we discussed the "Maryland Man", and a new state law in Washington requiring priests to notify police for certain confessions. We are coming to the end of another season, only one episode left and it will be a Country Debate between Australia, Puerto Rico, Greenland and Egypt to see which country is best. (Sorry for my Australian accent, mate) Thanks again for listening!

Hey team, welcome to the latest episode of Accidental Business Owners.The premise of the show is that last year Seamus and I became fulltime business owners. We left our 9-5s to go all in on the podcast - and the other businesses we built off the back of it – and thought it would be interesting to document our journey.Last year we also started working with a business and mindset coach Di Foster, who you might remember as a B2B guest, and quickly realized she was the perfect foil to help us work through all the highs and lows of running a business.In this episode of Accidental Business Owners, we recap the latest advisory meeting and unpack the biggest lessons from the journey so far — the good, the bad, and the uncomfortable.From running out of money and learning the importance of knowing your numbers, to redefining our North Star and learning to say no — we're brutally honest about what's working and what isn't.This is a transparent look inside a growing business, filled with practical insights for anyone navigating their own journey in business.Accidental Business Owners is sponsored by IcehouseAnd big thanks to Binance New Zealand for their support of Accidental Business Owners.Download Binance New Zealand now: https://binance.onelink.me/y874/BTBPODBe aware that crypto is volatile, do your own research and invest wisely. Hosted on Acast. See acast.com/privacy for more information.

This week's episode is a shakeup from the normal. Today Mike Peron and Rob Galloway skip the guest interview to chat about all of the events and entertainment you need to add to your calendar for the summer of 2025!   MAY: 5/24: Matisyahu (Bally's)  5/24 – 25: Made in Tahoe Festival (Palisades) 5/30: Kevin Hart in Reno (Nugget Event Center) 5/31: Jefferson Starship (Harrah's) + Jackie Greene/Hot Buttered Rum at CBC 5/31: Big Blue Adventure Tail Wagger (NT Regional Park) – run with your dog 5k & 1-mile runs + dog-focused festival 8am - 3:30pm 5/31 – June 1: America's Most Beautiful Bike Ride 6/2 - 6/4: Backcountry Festival at Corely Ranch in Carson Valley 6/7:  The Hip Abduction (The Hangar) Tahoe City Food & Wine Classic   Soroptimist Wine & Restaurant Faire Dinner - 50th anniv on this (Coyote Moon Golf Course) Bowl Incline has Words to Water – benefit concert from WaterHope.org  6/8, 7/13, 8/10, 9/7: Music in Paradise Park (SLT) Trey Stone, Dirty Cello, Mescalito, Boot Juice 6/8: Wiz Khalifa (Cargo in Reno) 6/8: Tahoe Joy Festival (Commons Beach in Tahoe City) – 10 regional bands + student musicians + local vendors & food trucks 6/8: Maker Show at Truckee Roundhouse (Tr Tah Airport) – think of a craft fair where you are the one making all the crafts 6/14: Rod Stewart (Caesars Republic) + Lonestar (Truckee Rodeo Grounds for Latitude 39 Festival – 3rd year) 6/15: Valhalla Free Lawn Concerts 6/19 - 22: Broken Arrow Skyrace (Palisades)  6/19 – 20: Brighter Daze Music Festival – (Reno) Rebelution, Slightly Stoopid, E-40, Pepper, DENM, The Elovaters & more 6/19 – 20: Skate the Lake (Common's Beach)  6/19 – 28: Reno Rodeo – lots of events happening around the event and the kickoff concert is Scotty McCreery 6/21-6/22: Tahoe MTB Fest 6/21: Truckee Reggae Fest (Truckee Regional Park Outdoor Ampitheater) – Barrington Levy & Mystic Roots headline Sun. 6/22: Rock Tahoe Half Marathon  6/24 – 25: Trailcon (Palisades) trail & ultra running event + panelists & a festival  6/26: Aaron Lewis at TJ's Corral in Minden 6/28: Earth, Wind & Fire (Caesars Republic) + Western States Endurance Run – 100 mile race that is the world's oldest 100 mile trail race – starts in Olympic Valley and ends in Auburn JULY 7/1: Cascade Kitchens opening 7/6 – 7: Shakespeare Festival beings (runs thru August 23, 24) Twelfth Night & Peter & the Starcatcher 7/9-7/13: Celeb Golf 7/10: Tunes on Tap music series starts at Alibi in Incline Village  7/11: Mini Enduro (Northstar) MTB rider competition tailored for intermediate riders 7/12: Polish Ambassador (The Hangar) 7/12: Truckee Brewfest (Truckee River Regional Park) – put on by Truckee Optimist Club – all proceeds support Truckee youth programs 7/12 – 13: Wild Lotus Yoga Festival (Palisades) 7/13: Junior Downhill Series (Northstar) riders 12 & under 7/14 – 20: Barracuda Open – formerly the Reno-Tahoe Open – PGA event at Old Greenwood 7/18 - 19: Jon Pardi (Caesars Republic) 7/19 - 20: Tahoe Trail 100 (Northstar) – ride 50k or 100k of the Tahoe Trail MTB 24 – 25: Gambler's Run Music Festival (CBC) – Brothers Comatose, Beats Antique, Papadosio & Paul Thorn 26: Dropkick Murphy's, Bad Religion & Mainliners (GSR in Reno) 26: Kane Brown (Caesars) 30: Steve Earle (Harrah's)   AUGUST 8/1 - 2: Old Dominion (Caesars Republic) 8/8: Hozier & Gigi Perez 8/8 – 9: Concours d'Elegance wooden boat show (Obexer's Boat Co. in Homewood) – 51 years 8/9: Taste of Gold (LTCC) - the foundation's annual fundraiser for the college - lots of wine and food  8/10: Creed, 3 Doors Down & Mammoth WVH (Caesars Republic) + 311 at GSR in Reno 8/15: Whiskey Myers & Tedeschi Trucks Band (Caesars Republic) 8/16 – 17: Valhalla Renaissance Faire (Tahoe Valley Campground) 8/21: Collie Buddz (The Hangar) 8/23 – 24: Lake Tahoe Triathlon (Sugar Pine Point St Park) 8/23: Comic Con (TB Event Center) 8/23: Tahoe BrewFest (Ski Run SLT) 8/24: Weird Al Yankovic (Caesars Republic) 8/26: Dave Matthews Band (Caesars Republic) 9/5: Hollow Coves (The Hangar) 9/6: Sample the Sierra 9/6: Teddy Swims (Caesars) 9/14: Darius Rucker (Caesars) 9/18 – 21: Tahoe Wine + Feast (TBEC) 9/27-9/28: Tahoe Games @ Caesars    FALL & 2026 TEASERS: Fall Fest @ Paradise Park: Oct. 18-19, 2025 Curling Grand Slam @ TBEC: Nov. 4-9, 2025 Celebrity Banked Slalom @ Heav: Apr. 3-5, 2026 Foam Glow @ TBEC: Fall 2026

In this conversation, Mike Linch engages with Jonathan and Maya, exploring themes of parenthood, childhood experiences, and the journey through adversity. Jonathan shares his reflections on raising a son, the challenges of his upbringing, and the lessons learned from his basketball career. The discussion delves into the importance of gratitude, the impact of team dynamics, and the transformative power of faith in overcoming life's challenges. Jonathan's story of wrongful conviction and his journey towards hope and healing serves as a poignant reminder of resilience and the capacity for personal growth. In this conversation, Jonathan and Mike explore themes of love, resilience, and the importance of relationships. Jonathan shares his journey from a supportive childhood to advocating for justice for those wrongfully convicted. The discussion highlights the power of community, the struggle against systemic issues, and the significance of parenting and legacy in shaping the next generation.Mike's Biggest Takeaway's:Parenthood brings new perspectives on childhood experiences.Struggles are essential for growth and resilience.Preparation and intentionality lead to success.Winning cultures are built on connection and teamwork.Gratitude can shield us from bitterness and despair.Faith can guide us through the darkest times.Hope can be found even in the most challenging circumstances.Personal growth often comes from adversity and struggle.It's important to be present and engaged in the moment.God's love extends to everyone, regardless of their past. Love transcends differences and requires stepping outside comfort zones.Bitterness is a choice; one can choose to learn and grow instead.Holy discontent can drive individuals to take action for justice.Jonathan's family played a crucial role in his advocacy journey.The prison system often hides the realities of mass incarceration.Resilience is key in the face of repeated setbacks.Welcome to the Linch with a Leader Podcast, where you're invited to join the spiritual principles behind big success, with host Mike Linch.Subscribe to the channel so you never miss an episode: Watch: @linchwithaleader Prefer just listening? SUBSCRIBE to the podcast here:Spotify: https://open.spotify.com/show/0dJfeLbikJlKlBqAx6mDYW?si=6ffed84956cb4848Apple: https://podcasts.apple.com/us/podcast/linch-with-a-leader/id1279929826Find show notes and more information at: www.mikelinch.comFollow for EVERYDAY leadership content and interaction:Follow on X: https://x.com/mikelinch?s=20Follow on Instagram: https://www.instagram.com/mikelinch?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==https://www.instagram.com/mikelinch/?...JOIN Mike for a Sunday at NorthStar Church:www.northstarchurch.org Watch: @nsckennesaw

Will Murray and Jack Croft are like NO ONE ELSE.Yes, incredible chefs - serving 10/10 BANGING food,But, also GENIUS marketeers,They RIPPED UP the rule book,Zigged when everyone Zagged.Built Fallow, Fowl, Roe to enormously successful restaurants,The World has changed.The way to build a successful restaurant has changed, too.Our conversation shows you how.ON THE MENU:Why Canary Wharf is the Craziest place to open a Restaurant: “lean into site surprises + “adapt to your customers + environment”Why You Must Deliberately put yourself in the shit… “remember at your worst you can still do your best”Cook to Chef to Restauranteur Evolution: “Everything is a positive learning experience” + harness the power of fight or flightWhy Your Job as The Restauranteur is the Orchestrator of Energy “Pick high energy> everything”Customers Sixth Sense Rule: “…customers can just tell when the team is unhappy”900 Cover Sunday‘s Rule = Personal pride + show your team you can get hands dirtyHow to Use Media to get Bums on Seats: the food must meet the expectation and ACTUALLY taste goodWhy negativity is SO EASY, yet, positivity is SO HARD… positivity is the right choiceHow DINNER & Ashley Palmer Watts taught Will & Jack Systems. Systems = Volume + ConsistencyWhy Your Inner Critic is Your Secret Weapon: You're thick skinned because no one is a greater critic than youClucking Off Hour Chicken Wings: Always find creative way to pack out your restuarant.Blue Roll On Brand Rule: constantly look for ways to cut money that's also on brand “conscious creativity”Why Fallow Won't Put Up Their Prices in 2025: just sell more roastsRemember Everyone you admire is doing way more work behind the scenes than you thinkThe Genius Reason Fallow Give Out Free Tequilla Shots to Customers.. Control the Energy”Ruthless Transparency = Radical Trust: Why Fallow tell customers gross margin %'sKeep it Moving. Always Keep It Moving

In part 3 of our Greatest Hits series, Mike LInch and Stephanie Ford examine the story of Elisha, the Widow, and the miracle of oil and show us how to respond in desperate times.

*** This episode talks about suicide. If you are suicidal, please call/text/chat *988 *** My friend Jenn Curtis (late 40s, lives in California, experiences same-sex attraction) joins us to share her powerful story out of a desire to help others including: * Sexual assault survivor which led to unhealthy coping behaviors and immense shame * Falsely concluding “God is disappointed in me” * Falsely concluding (at age 17) that death would be a better option * Feeling unlovable and that “no one could love the real me” * Finding more hope—but two subsequent decades of living in a “form of internal hell” * Powerful spiritual experience where God told her she is a “bullfighter” * Honest about sexual orientation with God, herself, and husband * Helpful friends—part of the process to remove shame * As friends loved/accepted her, Jenn considered “I might be lovable—and God may love me too” * My story is a “beautiful love story” * Finding joy * Powerful EFY experience * North Star This is a super-powerful, spiritual, and vulnerable podcast providing principles to help us better understand God's love, how shame has no place in the Gospel, and how Jesus helps heal us. If you are in a hard spot, please listen to Jenn's story. It will give you more hope. And if you are looking to better support our SSA/LGBTQ friends, please listen and share Jenn's podcast. Thank you for being on the podcast, Jenn! You are so brave—you are bullfighter—and your courage is helping so many! Links: youtube.com/@LatterdayWomenWarriors https://www.northstarsaints.org/voh-jenn www.youtube.com/@TheApocrypharules www.northstarsaints.org/voices-of-hope-profiles North Star: www.northstarsaints.org/ Jenn's Facebook: www.facebook.com/profile.php?id=100007513065761

Actor Kelsey Grammer joins Margaret Hoover to discuss his new book, his decadeslong journey of healing after tragedy, and his politics.When most people think of Grammer, they think of his charming character Dr. Frasier Crane on “Cheers” and “Frasier,” but there is a darker side to his story. In “Karen: A Brother Remembers,” Grammer reflects on the vicious murder of his sister Karen, who was raped and stabbed 42 times in 1975 when she was 19.“She was my North Star,” Grammer tells Hoover in an emotional interview. He also recalls how acting helped him overcome his grief and his self-destructive behavior in the wake of his sister's murder. “I had this almost miraculous outlet that made me a whole person.”Grammer was inspired to write the book after working with a medium who helped him connect with Karen and discover her wish for him to write her story. Grammer takes the reader on a long,  stream-of-consciousness style journey through his memories and emotions. After spending three years writing the book, Grammer says he is more grateful now than ever before, and he hopes that this book will help other people heal, too. Grammer is well known as a rare conservative in Hollywood and has even been seen at Mar-a-Lago. He defends President Trump as representing the “common man,” and he rejects claims that the country is moving towards oligarchy. “Oligarchy is malarkey,” he says.Support for “Firing Line for Margaret Hoover” is provided by Robert Granieri, Vanessa and Henry Cornell, The Fairweather Foundation, Peter and Mark Kalikow, Cliff and Laurel Asness, The Meadowlark Foundation, The Beth and Ravenel Curry Foundation, Charles R. Schwab, The Marc Haas Foundation, Katharine J. Rayner, Damon Button, Craig Newmark Philanthropies, The Philip I Kent Foundation, Annie Lamont through The Lamont Family Fund, The Susan Rasinski McCaw Fund, Cheryl Cohen Effron and Blair Effron, and Al and Kathy Hubbard. Corporate funding is provided by Stephens Inc. 

Every so often, someone takes an anime and makes a live action adaptation of it. Fist of the North Star is one of those attempts. It's definitely not Dragonball Z levels.Twitter: @comicrundownInstagram: @comicbookrundownThreads: @comicbookrundownEmail: comicbookrundown@gmail.comHosted by Joe Janero, Ron Hanes and Charlie Shaw Edited by Joe JaneroTheme song provided by Cam Malidor Find our t-shirts at Redbubble and TeePublic https://www.redbubble.com/shop/comic+book+rundown?ref=search_boxhttp://tee.pub/lic/vBbIJZ4eLQ0

In this episode, Casey and Mike Linch discuss key insights from Mike's conversation with Elizabeth Dixon, focusing on the importance of failure in leadership, the need to identify priorities in different life seasons, and the dangers of staying in comfort zones. They also touch on the significance of maximizing opportunities and preview an upcoming episode featuring Maya Moore and Jonathan Irons.

"If done right, AI will actually make us more human. It handles the busy work and surfaces real-time insights—so GTM teams can focus on what really drives revenue: building relationships, solving real problems, and creating long-term customer value." That's a quote from Roderick Jefferson and a sneak peek at today's episode.Hi there, I'm Kerry Curran—Revenue Growth Consultant, Industry Analyst, and host of Revenue Boost, A Marketing Podcast. In every episode, I sit down with top experts to bring you actionable strategies that deliver real results. So if you're serious about business growth, find us in your favorite podcast directory, hit subscribe, and start outpacing your competition today.In this episode, titled AI + EQ + GTM: The New Growth Equation for B2B Leaders, I sit down with keynote speaker, author, and enablement powerhouse Roderick Jefferson to unpack the modern formula for revenue growth: AI + EQ + GTM.We explore why traditional sales enablement isn't enough in today's landscape—and how real go-to-market success requires alignment across marketing, sales, and customer success, powered by emotional intelligence and smart technology integration.Whether you're a CRO, CMO, or GTM leader looking to scale smarter, this episode is packed with real-world insights and actionable strategies to align your teams and drive sustainable growth.Stick around until the end, where Roderick shares expert tips for building your own AI-powered revenue engine.If you're serious about long-term growth, it's time to get serious about AI, EQ, and GTM. Let's go.Kerry Curran, RBMA (00:01)Welcome, Roderick. Please introduce yourself and share your background and expertise.Roderick Jefferson (00:06)Hey, Kerry. First of all, thanks so much for having me on. I'm really excited—I've been looking forward to this one all day. So thanks again. I'm Roderick Jefferson, CEO of Roderick Jefferson & Associates. We're a fractional enablement company, and we focus on helping small to mid-sized businesses—typically in the $10M to $100M range—that need help with onboarding, ongoing education, and coaching.I'm also a keynote speaker and an author. I actually started my career in sales at AT&T years ago. I was a BDR, did well, got promoted to AE, made President's Club a couple of times. Then I was offered a sales leadership role—and I turned it down. I know they thought I was crazy, but there were two reasons: first, I realized I loved the process of selling more than just closing big deals. And second, oddly enough, I wasn't coin-operated. I did it because I loved it—it gave me a chance to interact with people and have conversations like this one.Kerry Curran, RBMA (01:16)I love that—and I love your background. As Roderick mentioned, he does a lot of keynote speaking, and that's actually where I met him. He was a keynote speaker at B2BMX West in Scottsdale last month. I also have one of your books here that I've been diving into. I can't believe how fast this year is flying—it's already the first day of spring!Roderick Jefferson (01:33)Thank you so much. Wow, that was just last month? It feels like last week. Where is the time going?Kerry Curran, RBMA (01:45)I appreciate your experience for so many reasons. One is that—like we talked about before the show—my dad was in sales at AT&T for over 20 years. It paid for my entire education. So we were comparing notes on that era of innovation and what we learned back then.Roderick Jefferson (02:02)Thank you, AT&T!Kerry Curran, RBMA (02:13)So much of what you talked about on stage and wrote about in your book is near and dear to my heart. My background is in building integrated marketing-to-sales infrastructure and strengthening it to drive revenue growth. I'm excited to hear more about what you're seeing and hearing. You talk to so many brands and marketers—what's hot right now? What's the buzz? What do we need to know?Roderick Jefferson (02:44)A couple of things. The obvious one is AI—but I'll add something: it's not just AI, it's AI plus EQ plus IQ. Without that combination, you won't be successful.The other big theme is the same old problem we've always had: Why is there such a disconnect between sales and marketing? As an enablement guy, it pains me. I spent 30 years in corporate trying to figure that out. I think we're getting closer to alignment—thank you, AI, for finally stepping in and being smarter than all of us! But we've still got a long way to go.Part of the issue is we're still making decisions in silos. That's why I've become a champion of moving away from just "sales enablement."Yes, I know I wrote the book on sales enablement—but I don't think that's the focus anymore. In hindsight, “sales enablement” is too myopic. It's really about go-to-market. How do we bring HR, marketing, product marketing, engineering, sales, and enablement all to the same table to talk about the entire buyer's journey?Instead of focusing on our internal sales process and trying to shoehorn prospects into it, we should be asking: How do they buy? Who buys? Are there buying committees? How many people are involved? And yes, ICP matters—but that's just the tip of the iceberg. It goes much deeper.Kerry Curran, RBMA (04:44)Yes, absolutely. And going back to why you loved your early sales roles—it was about helping people. That's how I've always approached marketing too: what are their business challenges, and what can I offer to solve them? In your keynote, you said, “I want sales to stop selling and start helping.” But that's not possible without partnering with marketing to learn and message around the outcomes we drive and the pain points we solve.Roderick Jefferson (05:22)Exactly. Let's unpack that. First, about helping vs. selling—that's why we have spam filters now. Nobody wants to be sold to. That's also why people avoid car lots—because you know what's coming: they'll talk at you, try to upsell you, and push you into something you don't need or want. Then you have buyer's remorse.Now apply that to corporate and entrepreneurship. If you're doing all the talking in sales, something's wrong. Too many people ask questions just to move the deal forward instead of being genuinely inquisitive.Let's take it further. If marketing is working in a silo—building messaging and positioning—and they don't bring in sales, then guess what? Sales won't use it. Newsflash, right? And second, it's only going to reflect marketing's perspective. But if you bring both teams together and say, “Hey, what are the top three to five things you're hearing from prospects over and over?”—then you can work collaboratively and cohesively to solve those.The third piece is: let's stop trying to manufacture pain. Not every prospect is in pain. Sometimes the goal is to increase efficiency or productivity. If there is pain, you get to play doctor for a moment. And by that, I mean: do they need an Advil, a Vicodin, a Percocet, or an extraction? Do you need to stop the bleeding right now? You only figure that out by getting sales, marketing, product, and even HR at the same table.Kerry Curran, RBMA (07:34)Yes, absolutely. I love the analogy of different levels of pain solutions because you're right—sometimes it's not pain, it's about helping the customer be more efficient, reduce costs, or drive revenue. I've used the doctor analogy before too: you assess the situation and then customize the solution based on where it “hurts” the most. One of the ongoing challenges, though, is that sales and marketing still aren't fully aligned. Why do you think that's been such a persistent issue, and where do you see it heading?Roderick Jefferson (08:14)Because sales speaks French and marketing speaks German. They're close enough that they can kind of understand each other—like ordering a beer or finding a bathroom—but not enough for a meaningful conversation.The core issue is that they're not talking—they're presenting to each other. They're pitching ideas instead of having a dialogue. Marketing says, “Here's what the pitch should look like,” and sales replies, “When's the last time you actually talked to a customer?”They also get stuck in “I think” and “I feel,” and I always tell both groups—those are the two things you cannot say in a joint meeting. No one cares what you think or feel. Instead, say: “Here's what I've seen work,” or “Here's what I've heard from prospects and customers.” That way, the conversation is rooted in data and real-world insight, not opinion or emotion.You might say, “Hey, when we get to slide six in the deck, things get fuzzy and deals stall.” That's something marketing can fix. Or you go to product and say, “I've talked to 10 prospects, and eight of them asked for this feature. Can we move it up in the roadmap?”Or go back to sales and say, “Only 28% of the team is hitting quota because they're struggling with discovery and objection handling.” So enablement and marketing can partner to create role plays, messaging guides, or accreditations. It sounds utopian, but I've actually done this six times over 30 years—it is possible.It's not because I'm the smartest guy in the room—it's because when sales and marketing align around shared definitions and shared goals, real change happens. Go back to MQLs and SQLs. One team says, “We gave you all these leads,” and the other says, “Yeah, but they all sucked.” Then you realize: you haven't even agreed on what a lead is.As a fractional enablement leader, that's the first question I ask: “Can you both define what an MQL and SQL mean to you?” Nine times out of ten, they realize they aren't aligned at all. That's where real progress starts.Once you fix communication, the next phase is collaboration. And what comes out of collaboration is the big one: accountability. That's the word nobody likes—but it's what gets results. You're holding each other to timelines, deliverables, and follow-through.The final phase is orchestration. That's what enablement really does—we connect communication, collaboration, and accountability across the entire go-to-market team so everyone has a voice and a vote.Kerry Curran, RBMA (13:16)You're so smart, and you bring up so many great points—especially around MQLs, SQLs, and the lack of collaboration. There's no unified North Star. Marketing may be focused on MQLs, but those criteria don't always match what moves an MQL to an SQL.There's also no feedback loop. I've seen teams where sales and marketing didn't even talk to each other—but they still complained about each other! I was brought in to help, and I said, “You're adults. It's time to talk to one another.” And you'd think that would be obvious.What I love is that we're starting to see the outdated framework of MQLs as a KPI begin to fade. As you said, it's about identifying a shared goal that everyone can be accountable to. We need to all be paddling in the same direction.Roderick Jefferson (14:16)Exactly. I wouldn't say we're all rowing yet, but we've definitely got our hands in the water, and we're starting to go in the same direction. You can see that North Star flickering out there.And I give big kudos to AI for helping with that. In some ways, it reminds me of social media. Would you agree that social media initially made us less social?Kerry Curran, RBMA (14:27)Yes, totally agree. We can see the North Star.Roderick Jefferson (14:57)Now I'm going to flip that idea on its head: if done right, I believe AI will actually make us more human—and drive more meaningful conversations. I know that sounds crazy, but I have six ways AI can help us do that.First, let's go back to streamlining lead scoring. If we use AI to prioritize leads based on their likelihood to convert, sales can focus efforts on the most promising opportunities. Once we align on those criteria, volume and quality both improve. With confidence comes competence—and vice versa.Second is automating task management. Whether it's data entry, appointment scheduling, or follow-up emails, those repetitive tasks eat up sales time. Less than 30% of a rep's time is spent actually selling. If we offload that admin work, reps can focus on high-value activities—like building relationships, doing discovery, and closing deals.Kerry Curran, RBMA (15:59)Yes! And pre-call planning. Having the time to prepare properly makes a huge difference.Roderick Jefferson (16:19)Exactly. Third is real-time analytics. If marketing and ops can provide sales reps with real-time insights—like funnel data, deal velocity, or content performance—we can start making decisions based on data, not assumptions or feelings.The fourth area is personalized sales coaching. I talk to a lot of leaders, and I'll make a bold statement: most sales leaders don't know how to coach. They either use outdated methods or try to “peanut butter” their advice across the team.But what if we could use AI to analyze calls, emails, and meetings—then provide coaching based on each rep's strengths and weaknesses? Sales leaders could shift from managing to leading.Kerry Curran, RBMA (17:55)Yes, I love that. It would completely elevate team performance.Roderick Jefferson (18:11)Exactly. Fifth is increasing efficiency in the sales process. AI can create proposals, contracts, and other documents, which frees up time for reps to focus on helping—not chasing paperwork. And by streamlining the process, we can qualify faster and avoid wasting time on poor-fit deals.Kerry Curran, RBMA (18:58)Right, and they can focus on the deals that are actually likely to move forward.Roderick Jefferson (19:09)Exactly. And sixth—and most overlooked—is customer success. That's often left out of GTM conversations, but it's critical. We can use AI-powered chatbots and virtual assistants to handle basic inquiries. That frees up CSMs to focus on more strategic tasks like renewals, cross-sell, and upsell.Let's be honest—most CSMs were trained for renewals, not selling. But cross-sell and upsell aren't really selling—they're reselling to warm, happy customers. The better trained and equipped CSMs are, the better your customer retention and growth.Because let's face it—we've all seen it: 90 days before renewal, suddenly a CSM becomes your best friend. Where were they for the last two years? If we get ahead of that and connect all the dots—sales, marketing, CS, and product—guess who wins?The prospect.The customer.The company—because revenue goes up.The employee—because bonuses happen, spiffs get paid, and KPIs are hit.But most importantly, we build customers for life. And that has to start from the very beginning, not just when the CSM steps in at the end.Kerry Curran, RBMA (20:47)Yes, this is so smart. I love that you brought customer success into the conversation. One of the things I love about go-to-market strategy is that it includes lifetime value—upsell and renewal are a critical part of the revenue journey.In my past roles, I've seen teams say, “Well, that's just client services—they don't know how to sell.” But to your point, if we coach them, equip them, and make them comfortable, it can go a long way.Roderick Jefferson (21:34)Absolutely. They become the lifeblood of your business. Yes, you need net-new revenue, but if sales builds this big, beautiful house on the front end and then customers just walk out the back door—what's the point?And I won't even get into the stats—you know them—about how much more expensive it is to acquire a new customer versus retaining one. The key is being human and actually helping.Kerry Curran, RBMA (21:46)Exactly. I love that. It leads perfectly into my next question—because one of the core components of your strategy and presentation was the importance of EQ, or emotional intelligence. Can you talk about why that's so critical?Roderick Jefferson (22:19)Yeah. It really comes down to this: AI can provide content—tons of it, endlessly. It can give you all the data and information in the world. But it still requires a human to provide context. For now, at least. I'm not saying it'll be that way forever, but for now, context is everything.I love analogies, so I'll give you one: it's like making gumbo. You sprinkle in some seasoning here, some spice there. In this case, AI provides the content. Then the human provides the interpretation—context. That's understanding how to use that generated content to reach the right person or company, at the right time, with the right message, in the right tone.What you get is a balanced, powerful approach: IQ + EQ + AI. That's what leads to truly optimal outcomes—if you do it right.Kerry Curran, RBMA (23:19)Yes! I love that. And I love every stage of your process, Roderick—it's so valuable. I know your clients are lucky to work with you.For people listening and thinking, “Yes, I need this,” how do they get started? What's the baseline readiness? How do they begin integrating sales and marketing more effectively—and leveraging AI?Roderick Jefferson (23:34)Thank you so much for that. It really starts with a conversation. Reach out—LinkedIn, social media, my website. And from there, we talk. We get to the core questions: Where are you today? Where have you been? Where are you trying to go? And most importantly: What does success look like?And not just, “What does success look like?” but, “Who is success for?”Then we move into an assessment. I want to talk to every part of the go-to-market team. Because not only do we have French and German—we've also got Dutch, Spanish, and every other language. My job is to become the translator—not just of language, but of dialects and context.“This is what they said, but here's what they meant. And this is what they meant, but here's what they actually need.”Then we dig into what's really going on. Most clients have a sense of what's “broken.” I'm not just looking for the broken parts—I'm looking at what you've already tried. What worked? What didn't? Why or why not?I basically become a persistent four-year-old asking, “Why? But why? But why?” And yes, it gets frustrating—but it's the only way to build a unified GTM team with a shared North Star.Kerry Curran, RBMA (25:32)Yes, I love that. And just to add—sometimes something didn't work not because it was a bad strategy, but because it was evaluated with the wrong KPI or misunderstood entirely.Like a top-of-funnel strategy did work—but the team expected it to generate leads that same month. It takes time. So much of this comes down to digging into the root of the issue, and I love your approach.Roderick Jefferson (26:10)Exactly. And it's also about understanding that every GTM function has different KPIs.If I'm talking to sales, I'm asking about average deal size, quota attainment, deal velocity, win rate, pipeline generation. If I'm talking to sales engineering, they care about number of demos per deal, wins and losses, and number of POCs. Customer success? They care about adoption, churn, CSAT, NPS, lifetime value.My job is to set the North Star and speak in their language—not in “enablement-ese.” Sometimes that means speaking in sales terms, sometimes marketing terms. And I always say, “Assume I know nothing about your job. Spell out your acronyms. Define your terms.”Because over 30 years, I've learned: the same acronym can mean 12 different things at 12 different companies.The goal is to get away from confusion and start finding commonality. When you break down the silos and the masks, you realize we're all working toward the same thing: new, long-term, happy customers for life.Kerry Curran, RBMA (27:55)Yes—thank you, Roderick. I love this. So, how can people find you?Roderick Jefferson (28:00)Funny—I always say if you can't find me on social media, you're not trying to find me.You can reach me at roderickjefferson.com, and you can find my book, Sales Enablement 3.0: The Blueprint to Sales Enablement Excellence and the upcoming Sales 3.0 companion workbook there as well.I'm on LinkedIn as Roderick Jefferson, Instagram and Threads at @roderick_j_associates, YouTube at Roderick Jefferson, and on BlueSky as @voiceofrod.Kerry Curran, RBMA (28:33)Excellent. I'll make sure to include all of that in the show notes—I'm sure this episode will have your phone ringing!Thank you so much, Roderick. I really appreciate you taking the time to join us. This was valuable for me, and I'm sure for the audience as well.Roderick Jefferson (28:40)Ring-a-ling—bring it on! Let's dance. Thank you again. This was an absolute honor, and I'm glad we got the chance to reconnect, Kerry.Kerry Curran, RBMA (28:59)For sure. Thank you—you too.Roderick Jefferson (29:01)Take care, all.Thanks for tuning in. If you're struggling with flat or slowing revenue growth, you're not alone. That's why Revenue Boost: A Marketing Podcast brings you expert insights, actionable strategies, and real-world success stories to help you scale faster.If you're serious about growth, search for us in your favorite podcast directory. Hit follow or subscribe, and leave a five-star rating—it helps us keep the game-changing content coming.New episodes drop regularly. Don't let your revenue growth strategy fall behind. We'll see you soon!

The CEO's Strategic Growth Edge: A Go-To-Market System That Scales“You don't need more leads—you need clarity. Clarity on where your business can grow the most, the fastest, and at the highest margin. That's what a real go-to-market system delivers. It's not about volume anymore—it's about alignment, focus, and making sure every team—marketing, sales, and customer success—is executing toward the same outcome. That's how CEOs scale with confidence.” That's a quote from Sangram Vajre, and a sneak peek at today's episode.Welcome to Revenue Boost: A Marketing Podcast. I'm your host, Kerry Curran—revenue growth expert, industry analyst, and relentless advocate for turning marketing into a revenue engine. Each episode, we bring you the strategies, insights, and conversations that help drive your revenue growth. So search for Revenue Boost in your favorite podcast directory and hit subscribe to stay ahead of the game.In The CEO's Strategic Growth Edge: A Go-to-Market System That Scales, I'm joined by bestselling author and GTM expert Sangram Vajre to discuss why go-to-market isn't a marketing tactic—it's a CEO-level growth system. In this episode, you'll learn the three phases every business must navigate to scale, why alignment beats activity in every growth stage, how CEOs can drive clarity, trust, and margin-focused decisions across teams, and why AI is only a threat if you're still riding the demand-gen horse.If you're a growth-minded CEO or exec, this episode gives you the roadmap and the mindset to scale faster, smarter, and stronger. Be sure to listen through to the end, where Sangram shares three key tips—his ultimate advice for any leader ready to level up their go-to-market strategy. Let's go!Kerry Curran, RBMA (00:00.77)So welcome, Sangram. Please introduce yourself and share a bit about your background and expertise.Sangram Vajre (00:06.992)Well, at the highest level, I feel like I've had the opportunity to be in the B2B space for the last two decades and have had a front-row seat to categories that have shaped how we think about go-to-market. I ran marketing at Pardot. We were acquired by ExactTarget and then Salesforce—that was a $2.7 billion acquisition. It was a huge shift in mindset, going from a $10 million company to a $10 billion one, and I learned a lot.I became a student of go-to-market, if you will. That was in the marketing automation space. Then I launched a company called Terminus, which has been acquired twice now. Along the way, I've written three books. The one we're going to talk a lot about is MOVE, which became a Wall Street Journal bestseller. That book has created a lot of opportunities and work for us.I walked into writing this book, Kerry, thinking I knew go-to-market because I had two $100M+ exits. But I walked out of the process a student of go-to-market because I learned so much. Writing it forced me to talk to folks like Brian Halligan, the CEO of HubSpot, and partners at VC firms who have seen 200 exits—not just the three I've experienced.It really expanded my vision. Now I lead a company called Go-To-Market Partners. We're a research and advisory firm focused on helping companies understand who owns go-to-market and how to run it at a transformational level. Our clients are primarily CEOs and executive teams. That's our focus.Kerry Curran, RBMA (01:46.094)Excellent. Well, I'm very excited to dive in. I first saw you speak at Inbound last fall, and what really resonated with me was the shift from just an ABM program to a company-wide GTM program—one that includes everything from problem-market fit all the way to customer success, loyalty, and retention. Really making GTM the core of revenue growth.So I'd love for you to dive in and share that framework and background.Sangram Vajre (02:23.224)Yeah. And by the way, for people who've never attended Inbound—you should. I've spoken there for eight years straight and always try to bring new ideas. Each year, they keep giving me more opportunities—from main stage to workshops. I think you attended the 90-minute workshop, right? Hopefully it wasn't boring!Kerry Curran, RBMA (02:48.61)Yeah, it was excellent. I love this stuff, so I was taking lots of notes.Sangram Vajre (02:52.814)That was fun. The whole idea was: how can you build your entire go-to-market strategy on a single slide? Now, people might think, “There's no way—you need way more detail.” But it's not about making it complete; it's about making it clear.So everyone can be aligned. For example, in the operating system we've developed, we write research about it every Monday in a newsletter called GTM Monday, read by 175,000 people. The eight pillars are based on the most important questions. And Kerry, I don't know if you'll agree, but I think I've done a disservice for two decades by asking the wrong question.Like, I used to ask, “Where can we grow?”—which sounds smart but is actually foolish. The better question is, “Where can we grow the most, the fastest, the best, at the highest margin?” That's the true business perspective. So the operating system is built around these eight essential questions.If every executive team can align on these—not with certainty, but with clarity—then they can gain a clear understanding of what they're doing, where they're going, who their ICP is, what bets they're making, and which motions to pursue. I've done this over a thousand times with executive teams, helping them build their entire go-to-market strategy on a single slide. And it's like a lightbulb moment for them: “Okay, now I know what bets we're making and how my team is aligned.” It's a beautiful thing.Kerry Curran, RBMA (04:50.988)Yeah, because that's one of the hardest challenges across business strategy and growth: where to invest, where to lean in. So bring us through the questions and framework.Sangram Vajre (05:01.688)Yeah. So the first one is “Where can you grow the most?” The second one is really about what we call the Market Investment Map. I'll give you maybe three or four so people can get an idea. The Market Investment Map is especially useful for companies with more than one product or more than one segment. This is the least used but most valuable framework companies should be using.You might remember from the Inbound talk—I used HubSpot as an example since I was speaking at Inbound. It's interesting because at my last company, Terminus, we acquired five companies in eight years. So we had to learn this process. The Market Investment Map is about matching your best segments to the best products to create the highest-margin offering.If your entire business focuses only on pipeline and revenue—which sounds right—you're actually focused on the wrong things. You may have seen people post on LinkedIn saying, “I generated $10 million in pipeline,” and then a month later, they're laid off. Why? Because that pipeline didn't matter. It might have been general pipeline, but if you looked at pipeline within your ICP—the customers your company really needs to close, retain, and expand—it might have only been half a million. That's not enough to sustain growth or justify your role.So, understanding the business is critical. It's not just about understanding marketing skills like demand gen, content, or design. Those are table stakes. You need to understand the business of marketing—how the financials work, how to drive revenue, and how to say, “Yeah, we generated $10 million in pipeline, but only half a million was within ICP, so it won't convert or drive the margin we need.” That level of EQ and IQ is what leaders need today.Our go-to-market operating system goes deep into areas like this.Kerry Curran, RBMA (07:31.022)And I love the alignment with the ICP. I'm sure you'll get deeper into that. I also know you talk about getting rid of MQLs because the real focus should be on getting closer to the ICP—on who's actually going to drive revenue.Sangram Vajre (07:45.892)Yeah. John Miller, a good friend who co-founded Marketo, has been writing about this too. I was the CMO of Pardot. Then we both built ABM companies—I built Terminus; he built Engagio, which is now part of Demandbase. We've been evangelizing the idea of efficient marketing machines for the last two decades.We're coming full circle now. That approach made sense in the “growth at all costs” era. But in this “efficient growth” era, everything can be measured. The dark funnel is real. AI can now accelerate your team's output and throughput. So we have to go back to first principles—what do your customers really want?I was in a discussion yesterday with executives and middle managers, and the topic of AI came up. Some were worried it would take their jobs. And I said, “Yes, it absolutely will—and it should.” I gave the example I wrote about recently: imagine you were the best horseman, with saddles, barns, and a generational business built around horses. Then Henry Ford comes along with four wheels. You just lost your job—not because you were bad, but because you got infatuated with the horse, not with your customer's need to get from point A to point B.Horses did that—it was better than walking. But then came cars, trains, airplanes. Business evolves. If you focus on your customers' needs—better, faster, cheaper—you'll always be excited about innovation rather than afraid of it. So yes, AI will replace anyone who stays on their horse. If you're riding the demand gen horse or relying only on content creation, a lot is going to change. Get off the horse, refocus on customer needs, and figure out how to move your business forward.Kerry Curran, RBMA (10:21.708)Yeah. So talk a bit about honing in on the ICP. I know in one of the sessions you asked, “Who's your target audience?” And of course, there was one guy in the front row who said, “Everyone,” and we all laughed. But I still hear that all the time. Talk about how important it is, to your point, to know your customer and get obsessed with what they need.Sangram Vajre (10:45.56)Yeah. So the first pillar of the go-to-market operating system is called TRM, or Total Relevant Market. We introduced that in the book MOVE for the first time. It's a departure from TAM—Total Addressable Market—which is what that guy in the front row was referring to during that session. It was epic, and I think he was a sales leader, so it was even funnier in a room full of marketers.But it's true—and real. He was being honest, and I appreciated that. The reality is, we've all been conditioned to focus on more and more—bigger and bigger markets. That makes sense if you have unlimited funds and can raise money. It makes sense if the market is huge and you're just trying to get in and have more people doing outbound.As a matter of fact, a few weeks ago, we did a session where someone said something profound that I'll never forget. He said, “The whole SDR function is a feature bug in the VC model.” That was fascinating—because the whole SDR model was built to get as many leads as possible, assign 22-year-olds to make cold calls, and push them to AEs.We built this because it worked on a spreadsheet. If we generate 1,000 leads, we need 50 callers to convert them. It's math. But nobody really tried to improve it because we had the money. Now we're in a different world. We have clients doing $10–15 million in revenue with five-person teams automating so much.People don't read as many automated emails. My phone filters out robocalls, so I never pick up unless it's someone I know. Non-personalized emails go into a folder I never open. Yet people keep sending thousands of them, thinking it works.For example, I send our GTM Monday newsletter via Substack. It's free for readers, and it's free for me to send—even to 175,000 people. Meanwhile, marketers spend thousands every time they email their list using legacy tools. Why? Because these people haven't opted in to be part of the journey the way Substack subscribers have.The market has changed. Buying big marketing automation tools for $100,000 is going to change drastically. Fractional leaders and agencies will thrive because what CEOs really need is people like you—and frameworks like a go-to-market operating system—to guide them. You and I have the gray hair and battle scars to prove it. What matters now is using a modern framework, implementing it, and measuring outcomes differently.Kerry Curran, RBMA (14:08.11)Yeah, you bring up such a valid point. In so many of my conversations, I see the same thing. It's been a sales-led growth strategy for years. Investments went to sales—more BDRs, more cold emails, more tech stack partners.Even as I was starting my consultancy, I'd talk to partners or prospects who'd say, “Well, we just hired more salespeople. We want to see how that goes.” But to your point, without the foundational framework—without targeting the right audience—you're just spinning your wheels on volume.Sangram Vajre (15:06.318)Exactly. One area we emphasize in our go-to-market operating system is differentiation. Everyone's doing the same thing. Let me give you an example. Last week, I looked at a startup's email tool that reads your emails and drafts responses automatically. Super interesting. I use Superhuman for email.Two days later, Superhuman sent an email saying they'd launched the exact same feature. So this startup spent time and money building a feature, and Superhuman—already with a huge user base—replicated and launched it instantly. That startup is out of business.With AI, product development is lightning fast. So product is no longer your differentiator. Your differentiation now is how you tell your story, how quickly you grab attention, how well you build and maintain a community. That becomes your moat. Those first principles matter more than ever. Product is just table stakes now.Kerry Curran, RBMA (16:33.878)Right. And connecting that to your marketing strategy, your communication, your messaging—it also sets up your sales team to close faster. By the time a prospect talks to a rep, your marketing has already educated them on your differentiation. So talk more about the stages and what companies need to keep in mind when applying your go-to-market framework.Sangram Vajre (17:07.482)One of the things we mention in the book—and go really deep into in our operating system—is this 3P format: Problem-Market Fit, Product-Market Fit, and Platform-Market Fit. We believe these are the three core stages of a business. I experienced them firsthand at Pardot, Salesforce, and Terminus through multiple acquisitions.If you remember, I always talk about the “squiggly line,” because no company grows up and to the right in a straight line. If you look at daily, weekly, or monthly insights, there are dips—just like a stock market chart. So the squiggly line shows you can go from Problem to Product, but you'll experience a dip. That's normal and natural. Same thing when you go from Product to Platform—you hit a dip. Those dips are what we call the “valleys of death.”Some companies overcome those valleys and cross the chasm, and others don't. Why? Because at those points, they discover they can market and sell, but they can't deliver. Or maybe they can deliver, but they can't renew. Or maybe they can renew but not expand. Each gap becomes a value to fix in the system.And it's hard. I've gone from $5 million to $10 million to $15 million, all the way to $100 million in revenue—and every 5 to 10 million increment brings a new set of challenges. You think you've got it figured out, and then you don't—because everything else has to change with scale.I'll never forget one company I was on the board of—unfortunately, it didn't make it. The CEO was upset because they were doing $20 million in revenue but didn't get the valuation they wanted. Meanwhile, a competitor doing only $5 million in revenue in the same space got a $500 million valuation. Why? Because the $20M company was doing tons of customization—still stuck in Problem-Market Fit. The $5M company had reached Product-Market Fit and was far more efficient. Their operational costs were lower, and their NRR was over 120%.If you've read some of my research, you know I'm all in on NRR—Net Revenue Retention—as the #1 metric. If you get NRR above 120%, you'll double your revenue in 3.8 years without adding a single new customer. That's what executives should focus on.That's why we say the CEO owns go-to-market. All our research shows that if the CEO doesn't own it, you'll have a really hard time scaling.Kerry Curran, RBMA (20:23.992)That makes so much sense, because everything you're talking about—while it includes marketing functions—is really business strategy. It needs to be driven top-down. It has to be the North Star the whole company is paddling toward.I've been in organizations where that's not the case. And as you said, leadership has to have the knowledge and strategic awareness to navigate those pivots—those valleys of death. So talk about how hard it is to bring new frameworks into an organization and the change management that comes with that. As you evangelize the idea that the CEO owns GTM, what's resonating most with them?Sangram Vajre (21:26.456)Great question. First of all, CEOs who get it—they love it. The people who struggle most are actually CMOs and CROs because they feel like they should be the ones owning go-to-market. And while their input is critical, they can't own it entirely.In all our advisory work, Kerry, we mandate two things:The CEO must be in the room. We won't do an engagement without that. The executive team must be involved. We don't do one-on-one coaching—because transformation happens in teams.People often get it wrong. They think, “We need better ICP targeting, so that's marketing's job.” Or, “We need pipeline acceleration—let sales figure that out.” Or, “We have a retention issue—fire the CS team.” No. The problem isn't a department issue—it's a process and team issue.The CEO is the most incentivized person to bring clarity, alignment, and trust—the three pillars of our GTM operating system. They're the ones sitting in all the one-on-one meetings, burning out from the lack of alignment. The challenge is most CEOs don't know what it means to own GTM. It feels overwhelming.So we help them reframe that. Owning doesn't mean running GTM. It means orchestrating clarity, alignment, and trust. Every meeting they lead should advance one of those. That's the job. When the ICP is agreed upon, marketing should be excited to generate leads for it. Sales should be eager to follow up. CS should be relieved they're not getting misaligned customers. That's leadership. And there's no one more suited—or incentivized—to lead that than the CEO.Kerry Curran, RBMA (24:08.11)Absolutely. And the CFO plays a key role too—holding the purse strings, understanding where the investments should go.Sangram Vajre (24:20.622)Yes. In fact, in the book and in our research, we emphasize the importance of RevOps—especially once a company reaches Product-Market Fit and moves toward Platform-Market Fit.If you're operating across multiple products, segments, geographies, or using multiple GTM motions, the RevOps leader—who often reports to the CFO or CEO—becomes critical. I'd say they're the second most important person in the company from a strategy standpoint.Why? Because they're the only ones who can look at the whole picture and say, “We don't need to spend more on marketing; we need to fix the sales process.” A marketing leader won't say that. A sales leader won't say that. You need someone who can objectively assess where the real bottleneck is.Kerry Curran, RBMA (25:17.836)Yeah, that definitely makes so much sense. Are there other areas—maybe below the executive team—that help educate the company from a change management perspective to gain buy-in? Or is it really a company-wide change?Sangram Vajre (25:33.742)Yeah, you mentioned ABM earlier. Having written a few books on ABM and building Terminus, we've seen thousands of companies go through transformation. We now have over 70,000 students who've gone through our courses. I love getting feedback.What's interesting is that ABM has been great for aligning sales and marketing—but it hasn't transformed the company. Go-to-market is not a marketing or sales strategy. It's a business strategy. It has to bring in CS, product, finance—everyone.Where companies often fail is by looking at go-to-market too narrowly—like it's just a product launch or a sales campaign. That's way too myopic. Those companies burn a lot of cash.At the layer below the executive team, it gets harder because GTM is fundamentally a leadership-driven initiative. An SDR, AE, or director of marketing typically doesn't have the incentive—or business context—to drive GTM change. But they should get familiar with it.That's why we created the GTM Operating System certification. Hundreds of professionals have gone through it—including you! And now people are bringing those frameworks into leadership meetings.They'll say, “Hey, let's pull up the 15 GTM problems and see where we're stuck.” Or, “Let's revisit the 3 Ps—where are we today?” Or use one of the assessments. It's pretty cool to see it in action.Kerry Curran, RBMA (27:35.758)Yeah, and it's extremely valuable. I love that it's a tool that helps drive company-wide buy-in and educates the people responsible for the actions. So you've shared so many great frameworks and recommendations. For those listening, what's the first step to get started? What would you recommend to someone who's thinking, “Okay, I love all of this—I need to start shifting my organization”?Sangram Vajre (28:09.082)First, you have to really understand the definition of go-to-market. It's a transformational process—not a one-and-done. It's not something you define at an offsite and then forget. It's not owned by pirates. It's iterative. It happens every day.Second, the CEO has to be fully bought in. If they don't own it, GTM will run them. If you're a CEO and you feel overwhelmed, that's usually why—you're running go-to-market, not owning it.Third, business transformation happens in teams. If you try to build a GTM strategy in a silo—as a marketer, for example—it will fail. The best strategies never see the light of day because the team isn't behind them. In GTM, alignment matters more than being right.Kerry Curran, RBMA (29:27.982)Excellent. I love this so much. Thank you! How can people find you and learn more about the GTM Partners certification and your book?Sangram Vajre (29:37.476)You can go to gtmpartners.com to get the certification. Thousands of people are going through it, and we're constantly adding new content. We're about to launch Go-To-Market University to add even more courses.We also created the MOVE Book Companion, because we're actually selling more books now than when it first came out three years ago—which is crazy!Then there's GTM Monday, our research newsletter that 175,000 people read every week. Our goal is to keep building new frameworks and sharing what's possible. Things are changing so fast—AI, GTM tech, everything. But first principles still apply. That's why frameworks matter more than ever.You can't just ask ChatGPT to “give me a go-to-market strategy” and expect it to work. It might give you something beautifully written, but it won't help you make money. You need frameworks, team alignment, and process discipline.And I post about this every day on LinkedIn—so follow me there too!Kerry Curran, RBMA (30:54.988)Excellent. Well, thank you so much. This has been a great conversation, and I highly recommend the book and the certification to everyone. We'll include all the links in the show notes.Thank you, Sangram, for joining us today!Sangram Vajre (31:09.284)Kerry, you're a fantastic host. Thank you for having me.Kerry Curran, RBMA (31:11.854)Thank you very much.Thanks for tuning in to Revenue Boost: A Marketing Podcast. I hope today's conversation sparked some new ideas and challenged the way you think about how your organization approaches go-to-market and revenue growth strategy. If you're serious about turning marketing into a true revenue driver, this is just the beginning. We've got more insightful conversations, expert guests, and actionable strategies coming your way—so search for us in your favorite podcast directory and hit subscribe.And hey, if this episode brought you value, please share it with a colleague or leave a quick review. It helps more revenue-minded leaders like you find our show. Until next time, I'm Kerry Curran—helping you connect marketing to growth, one episode at a time. See you soon.

Founders, please don't swap your PURPOSE for PROZAC.“when you exit…you're drowning in the 3 D's”.“Divorced, Depressed, Dyslexic” - Guy Singh-Watson.Guy breaks ALL the brand building rules Riverford Organic.Famously, told the supermarkets to F*CK OFF. Unapologetically, gave away over 26% of his exit dough BACK to the team. LOVED, LOVED, LOVED this poddy!! ON THE MENU:Nature & Brand Building Lessons: Humility + Strength of Diversity + CollectivismWhy Richard Dawkins “Selfish-Gene” is WRONG… “collectivism and collaboration happens in nature….we're not competing all the time”Charles Darwin's “Natural Selection” + Survival of The Fittest Brand “Diversity builds the fittest brand”Founders ACCEPT you have NO CONTROL “…we are just a cork being kicked down the stream” but also ACCEPT you control everythingHow Founders can use their Demons wisely “mental breakdowns are doors to epiphany”Why Creativity is overthinking used positively and Anxiety is overthinking used negativelyWhy Rich People are Tw*ts and Boring CompanyWhy Neo-Liberalism Religion has ruined the world “…money became a proxy for love”Why Self-Love = Accepting you don't HAVE to be perfectWhy Riverford IGNORE all traditional marketing… “the best marketing is DIFFERENT story telling” + NEVER let sales dictate creativeThe Human Condition isn't the Neo-Liberal Meta-Narrative: Macro Neo-Liberal, Micro CollectivistJonathan Hiadts: “90% chimp, 10% Bee” brand building theory

In part 2 of our Greatest Hits series, Mike explores the story of Moses delivering Israel out of Egyptian slavery and explains how we can walk in freedom from the hold that sin has on our lives.

All flourishing is mutual, that's a given. And yet the schisms in our culture, the tribal divides and limbic hijack seem to grow deeper and more powerful by the day. It doesn't have to be like this.  We do have the tools of connection, of genuine listening, of offering trust to gain trust and offering respect to gain respect, we just need to know how  - and when - to put them into practice.  If we're going to move forward into that future we'd be proud to leave behind, we need to start practicing these skills as if the world depended on them - because it does.  This week's guest is someone who practices and teaches the deep, transformative skills of conflict resolution daily.  Carm Aufderheide has a master's degree in conflict and dispute resolution (CRES), and qualifications in positive reinforcement dog training from the Karen Pryor Professional Dog Training Academy (KPA-CTP and CPDT-KA) and in Separation Anxiety from Malena DeMartini, bringing both to her consultations in her NorthStar Training Solutions in Oregon. Together, these put her right in the middle of quite fierce conflicts that rage around the dog training world over the various styles of dog training, most of which boil down to: do we use force or don't we?  This is a perfect microcosm of the greater macrocosm of our torn and wounded world and Carm brings her dual skills to this with grace and intelligence and a fierce compassion that is a joy to encounter.  I first came across Carm on the Functional Dog Collaborative podcast and was blown away by the clarity of her thinking, and her capacity to live true to her convictions. I made contact later that day and we set up time for the podcast.  That was roughly six months ago, when the world was a different place. Now, recording on the day of the Pope's death, as our reality spirals deeper into chaos, it feels ever more essential that we learn these skills.   Carm suggested a whole set of reading before we recorded and I have put a link to all the books, as well as Carm's NorthStar website in the show notes.   Northstar Training Solutions https://www.northstartraining.info/ Street Epistemology https://www.streetepistemology.com/Albert Mehrabian's 7-38-55 Rule https://www.rightattitudes.com/2008/10/04/7-38-55-rule-personal-communication/Carm on the Functional Dog Collaborative podcast Carm's Recommended readingHow Minds Change by David McRaneySupercommunicators by Charles Duhigg High Conflict by Amanda RipleyThe Book of Beautiful Questions by Warren BergerNever Split the Difference by Chris VossWe Can Work it Out by Marshall RosenbergIf you're interested in joining us at a Gathering, or in the Membership, please follow the links below: Accidental Gods Gatherings https://accidentalgods.life/gatherings-2025/Accidental Gods Membership https://accidentalgods.life/join-us/

Our guest in this episode is Debra Eckerling, a joyful goal strategist, award-winning author, and mastermind behind the DEB Method for simplified goal setting. Deb's mission is to make goal pursuit contagious and fun, inspiring everyone to move toward what truly lights them up by connecting their goals to genuine passion. In her lively chat with host Jürgen Strauss, Deb shares her contagious enthusiasm for creating an authentic roadmap to success—one that begins with self-awareness, celebrates every win, and leans into the magic of community.Key points discussed include:* Building Goals on Authentic Passion: Deb emphasizes that meaningful goals must stem from self-discovery, not “shoulds”—what excites you is what sustains you!* Celebrating Wins to Fuel Motivation: She encourages daily recognition of even small achievements, using a “win list” to keep momentum sparkly and strong.* Harnessing Community & Boundaries: Deb champions networking as a source of mutual delight and support, while also gracefully setting boundaries to stay mission-aligned.This episode is a delightful boost for anyone craving more joy, clarity, and connection on their goal-getting journey!Listen to the podcast to find out more.Show Notes From This Episode with Debra Eckerling, The DEB MethodIgniting Joyful Goal Setting: The Deb Eckerling ApproachToday, I'm delighted to dive into a radiant conversation with Debra Eckerling, goal strategist, workshop leader, and author on a mission to make goal setting as joyful and contagious as laughter. From the get-go, Deb's energy simply bubbles over, transforming what many might consider a dry subject into a dynamic, celebratory experience. It's this passion that underpins her signature DEB Method—a method rooted in simplicity, authenticity, and genuine joy.Deb believes that setting and getting goals shouldn't feel like another chore on the to-do list. Instead, it ought to invigorate us, spark creativity, and become a party everyone wants to attend. By infusing goal setting with enthusiasm and a sense of celebration, Deb empowers others to find delight and meaning in each step toward their dreams.The Foundation of Authentic Goals: Knowing What You WantOne of Deb's core beliefs is that successful goal setting starts with true self-awareness. She observes that all too often, people pursue goals that aren't genuinely theirs—falling into the “shoulds” handed down by others or dictated by circumstance. As she wisely puts it: “You can't get what you want unless you know what that is.” This insight, though deceptively simple, lies at the heart of her philosophy.Deb shares how, both in her own journey and in her coaching and workshops, she's seen people transform simply by reconnecting with what brings them joy. She encourages us to pause, reflect, and ask ourselves not what others expect us to do, but what genuinely lights us up from within. This intentional approach lays the groundwork for goals that are rooted in authenticity—goals that inspire commitment and create lasting fulfillment.Transforming Obligations into OpportunitiesWhat about those times when you're stuck in a job or obligation that isn't your passion? Deb offers a gentle, practical perspective. Not everyone can immediately leap away from the day-to-day things that don't light them up, and she's quick to acknowledge the realities—bills, families, and the necessities of life. But even within these constraints, there's space for joy.Deb proposes finding “a hit of joy” on the side, whether that's a creative project, a side hustle, or simply an activity that brings happiness. By letting these joyful pursuits fuel your spirit, you bring lightness into all areas of your life. Sometimes, these passion projects might even become a pathway to something bigger, but at the very least, they help make the less exciting responsibilities a bit more palatable.Building Your North Star: The DEB Method UnpackedAt the center of Deb's approach is her namesake DEB Method—Determine your mission, Explore your options, Brainstorm your path. The process begins with self-exploration, inviting you to visualize the life you want and craft both current and future bios, shaping your direction with clarity and intention. As Deb illustrates, this isn't just about dreamy thinking—it's about building a foundation, a “North Star,” that keeps your actions anchored and purposeful.The next steps encourage curiosity and creativity: exploring your options and then brainstorming the actionable steps to get there. By breaking down even big, ambitious goals into tangible, joyful pieces, Deb removes the intimidation and opens the door to real progress. It's a framework that honors both vision and practicality, always guided by what lights you up.Boundaries and Saying Yes to YourselfOf course, following your true path also means learning to say “no”—sometimes a gentle “not now”—to opportunities that don't align with your goals or mission. Deb's approach to boundaries is compassionate and generous: every “no” to something that isn't a fit is a “yes” to yourself and an invitation for someone else to shine in that space.She offers practical scripts and encouragement to help you navigate these choices without guilt or fear of missing out. By trusting your North Star, you make space for the opportunities that truly resonate, while giving others the gift of stepping into their own “yes.” It's about honoring yourself and your journey—without closing doors or burning bridges.Celebrating Wins and Fueling MotivationDeb is a champion of celebration, weaving it into every step of the goal-getting journey. She reminds us that too often, we get caught up in the slog of progress, forgetting to honor the moments of achievement along the way. Whether it's a tiny step forward or a major milestone, celebrating wins infuses you with the motivation to keep going.Her suggestion to keep a daily “win list” is deceptively powerful. Writing down one to three things you accomplished each day—even if it's just “I made it through”—builds an archive of positivity and progress. When doubt or fatigue creeps in, that list becomes a wellspring of encouragement, a reminder that you are, indeed, moving forward.From Passion to Action: Embracing Community and Moving ForwardFinally, no one achieves their dreams in isolation. Deb celebrates the magic of community—whether it's through goal groups, masterminds, or informal support networks. Sharing your wins, articulating your needs, and enthusiastically supporting others build an environment where success is magnetic and contagious.In Deb's world, action is iterative, fueled by passion and uplifted by others. She urges us to gift ourselves the time to discover what makes us unique, turn that spark into practical steps, and seek out the company of those who will cheer us on. After all, we are all part of a bigger ecosystem of possibility—and when we help one another rise, everyone wins.Conclusion: Your Invitation to Celebrate and ActDebra Eckerling's approach to goal setting is a vibrant invitation: bring more joy, authenticity, and connection into your journey. Start your own win list today. Write down those small victories. Reflect on what truly lights you up. And remember, whether you're taking your very first step or well on your way, celebrating your wins and building supportive connections will propel you forward. Let's make goal setting a party we all want to attend—one filled with laughter, passion, and purpose. Your goals are yours to discover and achieve. Keep moving, keep celebrating, and let your light shine!The Buzz - Our Innovation RoundHere are Deb's answers to the questions of our innovation round. Listen to the conversation to get the full scoop.* No. 1 thing to be more innovative – Listen to your inner voice because you already know the answers—you just need to ask yourself the right questions.* Best thing for new ideas – Engage in activities like cooking or having conversations, as they allow your mind to wander and help generate creative ideas.* Favourite resource – Tap into your community and network, asking questions and allowing others the opportunity to help you as a shared gift.* Keep project/client on track – Set realistic deadlines while respecting your own calendar, making appointments with yourself and treating them as commitments just like those with others.* Differentiate – Reflect through journaling or ask others what makes you unique, then fully own and enthusiastically lean into that quality.ActionDeb encourages you to start a daily win list. Each day, take a minute to write down one, two, or three things you accomplished or that went well—then refer back to your list whenever you need motivation or a reminder of your progress.Reach OutYou can reach out and thank Deb by connecting with her on social media at @thedebmethod everywhere, including YouTube, Facebook, Instagram, and LinkedIn. You can also visit her website to learn more about her books, podcasts, and the Deb Method, or email her directly at deb@thedebmethod.com. For recaps of her Goal Chat sessions and to subscribe, visit thedebmethod.com/blog.Links:* Website - the DEB METHODⓇ for Goal Setting Simplified* LinkedIn* Facebook* Instagram - @thedebmethod* Writer: Jewish Journal, First for Women, Woman's World* Podcast, Taste Buds with Deb* Host, GoalChatLive/GoalChatBooks* 52 Secrets for Goal-Setting and Goal Getting , Debra Eckerling* Your Goal Guide: A Roadmap for Setting, Planning and Achieving Your Goals, Debra EckerlingCool Things About Deb* She's a Master Connector Who Makes Networking Feel Like a Party, Not a Chore.Debra doesn't just network—she creates spaces where strangers become collaborators and friends, often through playful “faux show” formats and spontaneous meet-and-greets. She's the kind of person who can turn a random introduction into a lifelong partnership, and she genuinely delights in seeing others connect.* Her Superpower Is Asking the Right Question at the Right Moment.Debra has an uncanny knack for zeroing in on what someone really wants or needs—sometimes in just a few minutes. She's the friend who'll ask you a question that makes you rethink your whole approach, and she does it with warmth and curiosity, never judgement.* She's a Foodie at Heart and Brings That Joy to Her Work.From her “Taste Buds with Deb” podcast to her use of food metaphors in goal-setting, Debra infuses her professional life with a love of food, flavor, and shared meals. She sees food as a way to build community and spark conversation, making her approach to business refreshingly human.* She's a Serial Celebrator—Big Wins, Small Wins, All the Wins.Debra doesn't wait for the “big moment” to celebrate. She's a champion of recognising progress, no matter how small, and encourages others to do the same. Her energy for celebration is infectious and helps people stay motivated and positive.* She's Unapologetically Herself—Late-Night Worker, Early-Morning Conversationalist, and Always Up for a Chat.Whether it's working late after her live shows or jumping on a call at odd hours, Debra's flexibility and zest for conversation make her stand out. She's approachable, adaptable, and always ready to connect, no matter the time zone.Imagine being a part of a select community where you not only have access to our amazing podcast guests, but you also get a chance to transform your marketing and podcast into a growth engine with a human-centered, relationship-focused approach.That's exactly what you'll get when you join the Flywheel Nation Community.Tap into the collective wisdom of high-impact achievers, gain exclusive access to resources, and expand your network in our vibrant community.Experience accelerated growth, breakthrough insights, and powerful connections to elevate your business.ACT NOW – secure your spot and transform your journey today! Visit innovabiz.co/flywheel and get ready to experience the power of transformation.Video This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit innovabiz.substack.com/subscribe

Bot Auto is redefining the autonomous driving industry with a pragmatic, economics-first approach. With over $45 million in funding, the company is positioning itself as a trucking company that leverages autonomous technology, rather than a technology vendor selling autonomous systems. In a recent episode of Category Visionaries, I spoke with Dr. Xiaodi Hou, CEO of Bot Auto, who shared his decade of experience in autonomous vehicles and his vision for creating a profitable business that delivers transportation capacity more efficiently than human drivers. Topics Discussed: Bot Auto's evolution from deep learning applications to autonomous trucking The strategic advantages of highway trucking over urban autonomous driving Why cost per mile (CPM) provides a better North Star metric than miles per intervention Bot Auto's business model as a trucking company first, technology company second The industry-wide challenge of rebuilding credibility after years of overpromising Projected timeline: 30 trucks by 2026, breakeven with 100 trucks by 2027 Lessons learned from previous ventures in autonomous driving The future impact of autonomous trucking on transportation infrastructure   GTM Lessons For B2B Founders: Position as a service provider, not a technology vendor: Bot Auto deliberately positions itself as a trucking company that happens to use autonomous technology, rather than an autonomous technology vendor. "Transportation itself is a service," Xiaodi explained. "Consider us as a trucking company. We are a trucking company, but in near future we will remove the human driver and then we can operate more efficiently than a traditional trucking company." B2B founders should consider whether selling a service that incorporates their technology might be more viable than selling the technology itself, particularly when customers lack the capabilities to implement complex technologies. Design for seamless ecosystem integration: Rather than requiring new infrastructure or capabilities from customers, Bot Auto designed their offering to plug directly into the existing transportation ecosystem. "The ecosystem for transportation, for trucking is already there. And if we can be a kind of a painless, transparent replacement like equivalent to a human driven truck and supply the capacity to the ecosystem, then the ecosystem is already there. We don't even need to rebuild the ecosystem," Xiaodi noted. B2B founders should design their offerings to integrate with existing workflows and systems rather than requiring customers to build new capabilities around their technology. Choose one definitive metric that drives all decisions: Bot Auto uses cost-per-mile (CPM) as their North Star metric for evaluating all business and technology decisions. "If your cost per mile is too high, no matter how experienced your partner is, or how ambitious you are, or how big your fleet is, if your cost per mile is negative, you will never make money," Xiaodi emphasized. This singular focus creates clarity across the organization. B2B founders should identify a similar "ultimate guideline" that directly ties to profitability and use it to evaluate every investment and initiative. Focus on industry-wide credibility, not competition: Xiaodi strongly rejected the notion that autonomous trucking is a competitive space. "The autonomous driving industry is facing the biggest problem that is shared by everyone. That is the credibility of the whole industry. We collectively have promised too much and we have delivered too little," he explained. Instead of positioning against other startups, Bot Auto focuses on rebuilding trust in the entire category. B2B founders in emerging categories should consider how collective credibility impacts their success more than individual positioning against similar startups. Create internal-external alignment: Bot Auto ensures perfect alignment between their internal goals and external messaging. "If your internal goal is to do something and your external presentation promises something very different, that always creates a clash of the company. Like basically you will be ending up with two companies under one stock symbol. That's very bad," Xiaodi warned. This alignment principle shapes how they communicate with investors and the market. B2B founders should ensure their internal metrics and priorities match what they promise externally, avoiding the trap of optimizing for different outcomes internally versus externally. Use early revenue to discipline innovation: Unlike many deep tech startups with distant revenue horizons, Bot Auto designed their business model to generate revenue relatively quickly. This approach creates what Xiaodi calls a "self-regulation mechanism" that forces practical decisions: "Are you going to increase or decrease the CPM based on your new invention? Sometimes people do develop a flashy technology, but as soon as they realize that they're not going to reduce our cost per mile, then this is bad technology." B2B founders should design business models that generate early revenue to provide market validation and discipline their innovation efforts.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.  www.GlobalTalent.co

Send us a textAs business leaders navigate through the buzz surrounding AI, it can be challenging to break through the noise and find real business impact. In this episode of Exchanges, host Hannah Story is joined by guest Ashley Keimach to discuss the balance of expectations vs. reality when it comes to AI and how business leaders can ultimately find their North Star.global.hitachi-solutions.com

The second inauguration of President Trump brought upon many decisive changes in U.S. foreign policy, projecting strength and support to allies across the globe while bringing hostile powers like Russia, Iran, and Hamas to the negotiating table. State Department spokeswoman Tammy Bruce says President Trump committed the first 100 days as a North Star, all for the purpose of “achieving peace in a variety of situations that he inherited.” She joined the Rundown to discuss the progress President Trump and his foreign policy team have made working towards a resolution in Ukraine, negotiating a nuclear deal with Iran, and drawing a red line with Hamas in Gaza. Congressional Republicans are continuing to work towards achieving the Trump administration's "one big, beautiful bill" to fund the President's agenda. This bill includes funding for border security, fossil fuel production, and military spending. House Majority Leader Steve Scalise (R-LA) joins the discussion to outline lawmakers' next steps and what these developments mean for the upcoming 100 days. Plus, commentary from FOX News contributor and host of The Jason In The House podcast, Jason Chaffetz. Photo Credit: AP Learn more about your ad choices. Visit podcastchoices.com/adchoices

The second inauguration of President Trump brought upon many decisive changes in U.S. foreign policy, projecting strength and support to allies across the globe while bringing hostile powers like Russia, Iran, and Hamas to the negotiating table. State Department spokeswoman Tammy Bruce says President Trump committed the first 100 days as a North Star, all for the purpose of “achieving peace in a variety of situations that he inherited.” She joined the Rundown to discuss the progress President Trump and his foreign policy team have made working towards a resolution in Ukraine, negotiating a nuclear deal with Iran, and drawing a red line with Hamas in Gaza. Congressional Republicans are continuing to work towards achieving the Trump administration's "one big, beautiful bill" to fund the President's agenda. This bill includes funding for border security, fossil fuel production, and military spending. House Majority Leader Steve Scalise (R-LA) joins the discussion to outline lawmakers' next steps and what these developments mean for the upcoming 100 days. Plus, commentary from FOX News contributor and host of The Jason In The House podcast, Jason Chaffetz. Photo Credit: AP Learn more about your ad choices. Visit podcastchoices.com/adchoices

On this episode of The Founder's Sandbox, Brenda speaks with Dr. Keith Dorsey – Keith is joining to announce the launch of his book on May 6, 2025 “The Boardroom Journey Practical Guidance for Women to Secure a Seat at the Table”. Dr. Keith D. Dorsey is an internationally recognized governance expert and NACD Directorship 100™ honoree who equips senior leaders with proven strategies to secure and excel in board roles. With over 25 years of corporate leadership experience and active board service spanning private, municipal, university, and nonprofit sectors, he delivers engaging presentations that blend research-based insights with actionable guidance. Dr. Dorsey speaks on corporate governance, board effectiveness, and strategic leadership, helping organizations build stronger boards and executives navigate their path to the boardroom. His book, The Boardroom Journey, offers practical guidance for expanding boardroom impact and success. Read more about Keith's experience. You can find out more about Keith and his upcoming book at:  https://www.linkedin.com/in/dr-keith-d-dorsey-798a2681/ https://www.boardroomjourney.com/book       Transcript:  00:04 Hi, I'm pleased to announce something very special to me, a new subscription-based service through Next Act Advisors that allows members exclusive access to personal industry insights and bespoke 00:32 corporate governance knowledge. This comes in the form of blogs, personal book recommendations, and early access to the founder's sandbox podcast episodes before they released to the public. If you want more white glove information on building your startup with information like what was in today's episode, sign up with the link in the show notes to enjoy being a special member of Next Act Advisors. 01:01 As a thank you to Founders Sandbox listeners, you can use code SANDBOX25 at checkout to enjoy 25 % off your membership costs. Thank you. 01:20 So welcome back to the Founder's Sandbox.  I am Brenda McCabe, your host and this monthly podcast.  We're now in our third season  and my podcast, the Founder's Sandbox, reaches entrepreneurs, business owners with guests. And these guests  teach us about building resilient, scalable and purpose-driven enterprises,  all with great corporate governance. My mission is simple. 01:49 with this podcast as I really want to assist through my content and my guests, those entrepreneurs and business owners and building the scalable, well-governed and resilient businesses.  And  I like to have in my  guests, corporate directors, primarily to speak about their own experience sitting on corporate boards and building with great corporate governance.  I like to think that we can use the 02:16 power of the private enterprise, be it small, medium, or large, to create change for a better world. And we do some of the storytelling in a fictitious sandbox on the founders or the corporate directors' origin story. I am absolutely delighted that this month I have Dr. Keith Dorsey as my guest. So welcome, Keith. It's great to be here. Thank you, Brenda. Thank you so much. 02:45 While you check many boxes, you're joining today because you have authored a book. It has a launch date of May 6, 2025, so just around the corner. And the title of your book is The Boardroom Journey, Practical Guidance for Women to Secure a Seat at the Table. So kudos to you. Thank you. For, wow, you're a busy person. We'll get to that later. 03:13 you know, where did you find the time and the courage to  publish a book, launch it  in today's  environment? And we'll get to those questions later. So for my guest, Dr. Keith  Dorsey and I go back  many years,  actually prior to you being a doctor, right?  You check many boxes  as a guest. You are a seasoned board member, executive advisor, 03:44 informal coach,  and researcher. I love that.  And it was in preparing your doctoral dissertation that you discovered that, I'm going to quote here, I was reading a compelling study on the effects of gender diversity on corporate governance.  And you basically repurposed your original dissertation to provide actionable guidance  on increasing boardroom diversity. 04:14 And when you switched your dissertation, that topic that you had to defend, otherwise you wouldn't be a doctor today, right?  Was the idea for the book that is launching on May 6th. So again, welcome to the podcast and thank you for joining me.  So we chose as a, my guests know, we chose a title because I at Next Act Advisors am about building purpose, purpose driven companies.  The title 04:43 that Keith and I came up with is, you know, bridging gaps for better governance. So Keith,  share with us kind of your origin story. Go back all the way, although I'm gonna encourage my listeners to purchase your book, but go back to your origin story.  You nailed it in like one page in the book, but tell us where your origins and what was your, not only your boardroom journey, but your journey to where you are today. 05:12 Thank you. I often tell people, Brenda, that this is my third chapter. You know, the first chapter was the US military. actually enlisted in the military in between my junior year of high school that summer and my senior year of high school. I knew before I started my first day of my senior year of high school when I was leaving for basic training in the Air Force. so my first 05:38 chapter was the Air Force for a number of years. was stationed  in Florida, the Republic of Panama, and the United Kingdom  for a number of years. And then I got impatient and decided I wanted to get out. I had a successful early career in the Air Force.  And I said, if I can be this successful in the US Air Force, which is like a large corporation,  imagine what I can do  in an actual corporation. 06:05 I set out on this journey to  explore sales. And that led me to my  second chapter, which was corporate America. And I worked for almost 30 years in corporate America,  primarily  as a turnaround specialist in the area of sales. I would take over the toughest sales  organizations within these large companies and really  lift the hood up  and figure out 06:35 were they having a people product or process problem within the organization and then begin to tweak the areas. And I worked for two large companies, Fortune 500 or Fortune 1000 for almost 17 years and then a Fortune 500 for almost 12 years. And I was just a strategic growth expert. I turn around teams and I would also start teams within the organization. 07:04 to  come up with ways for double digit growth and oftentimes triple digit growth.  And so that's what I did for almost 30 years. And then in January of 2019, I entered my third chapter, which was supposed to be  semi-retirement in this portfolio career.  unfortunately, I failed miserably at retirement and what I've been doing for the past six years in this  almost seven years and this 07:33 portfolio environment as executive advisory work. I also  started serving on boards in which today I served on five boards, two private,  one  municipality, one university, and one nonprofit. And then  I  decided to go back to school to get my doctorate. And so I went back to  school at the University of Southern California and 08:01 pursued my doctorate in organizational change and leadership. all my research was in  the,  you know, at this point,  at that point, all my research  was in the lack of gender and ethnic diversity on corporate boards.  And so-  So, and that's fascinating that you chose your doctoral kind of dissertation and then focus around organizational- 08:31 strategy, right? Yes. Was that based at all  on your 30 years of sales strategy? Were there any analogs? I wonder. There was.  Part of what I would do whenever I would take over a situation that required  me to turn it around,  like I said before, was to really look at the organization.  To look at  many components of the organization, people, product, processes. 09:00 artifacts that are going on, the subcultures, the cultures. And  so I've always been fascinated about it.  And I did things innately and I wanted to learn the science behind  many of the things that I innately did.  And after  really diving into research and studies around organizational change and leadership,  I wish I would have known many of those things that I figured out the science behind back when I was. 09:28 and an actual executive doing it. But nevertheless, by  learning it now and using that in my governance roles, I still have the opportunity to put the science  behind  what I'm doing  as a board member.  And I tell people, whether it's as a board member or my researcher or my writing roles that I have today, that I'm bilingual.  I speak business. 09:56 And I speak academia.  And boardroom lingo, right? Which combines a bit of the two.  I like how you use the word science. You know,  we were chatting  before actually  getting on  air today.  We've known each other primarily because we're both members of the National Association of Group Directors, right?  And  I've been a member since, I don't know,  2016. 10:26 I don't know how long you've been a member,  I, your book is truly a kind of a North star. wish I would have had it when  I began my board journey. I actually started my board journey while in Europe and I got onto public board and I went, Holy cow, I better get trained  and went to the local equivalent  of the NACD in Spain called Instituto de Consejeros Administradores, ICA. 10:56 So for my listeners, I do want to do a shout out  if you are intentional and want to learn more about  what the journey is to getting on  first or subsequent boards.  The  book that Keith has authored is launching on the sixth.  And there is a third section.  And specifically, it's around your capital that you need to 11:25 kind of package. It's called commitment capital. It's trademarked. We're going to get into that but it's truly unique because I've read a lot of board books over my 12, 13 years and I have not seen anything as unique as this. So shout out to you. Thank you. Okay. I wanted to also, you know, ask you what made you 11:53 decide to turn that dissertation into a book? What was the, because writing a book is not for the faint of heart. So it was not on my bucket list. So what happened? You know, this is kind of inspirational for me. You know, what made you go, all right, I've got to get a book out there. Well, I, this has been a serendipitous journey, you know, just even going to  get my doctorate was something that I kind of stumbled into. 12:23 I was dealing with a tiny bit of imposter syndrome  and in dealing with that,  I  assigned something to myself to get rid of my  imposter syndrome. And I said, it's hard to get into  a doctorate program. I just want to see what I, if I can even get in. And so in Keith Dorsey fashion, I probably went a little overboard and I applied to seven different universities and eight different doctoral programs.  And 12:53 But I didn't realize in filling out all those applications,  which was crazy,  was that I needed  a lot of former executives that I worked with and other CEOs and,  like I said, other executives to serve as a reference for me. So I collected 15 people that  I would use for all those applications,  two or three at a time.  And they wrote. 13:22 I guess great things about me because I got into all seven universities, all eight programs, but I really just wanted to boost my ego. I didn't really want to go back to get my doctorate. I needed to solve  for my little bit of imposter syndrome that I was dealing with. And, but when I did enough for were 15 accountability partners saying, which one are you getting in?  Which one are you going to choose? I wrote you a great reference. hope you choose the one that I wrote the reference for. 13:52 And I said, oh no, now what? I gotta get in. Now I really have to do it.  have to get my doctorate. So I really didn't have a strong enough why  to do this to begin with.  But what made me, once I got in and  I chose this problem of practice, which was my second problem of practice. My first was  around shareholder primacy on corporate boards.  And  I stumbled into 14:21 this problem of practice, which was around the lack of gender and ethnic diversity on corporate boards. But I ended up going down this path of corporate board diversity. And I just told you this wonderful story and forgot your question. But you know what made you decide to publish a book? So as I was going through this program, 14:50 and right beginning all this research and I really got into my research probably a little too much  and I was sitting with my dissertation chair and she said, Keith, there's something you need to know. I said, what's that? She said, a good dissertation is a done dissertation. And my friend, you have way too much research out there and you've written so much, you have to narrow your focus. 15:19 And I said, give me some examples. She said, you know, pick an industry, pick an ethnicity group, pick a gender, do something. You have to narrow this down.  And I really pushed back a lot. And one of the sayings at the University of Southern California  in this program, organizational change and leadership doctoral program was trust the process. And so she said, Keith, I know you're pushing back. I know you believe in all this research you  uncovered. 15:49 but you have to trust the process. You have to narrow it down.  I said, okay, if I narrow it down, what do I do with all this research over here  and all this research over there? She said, write a book. And that's how I ended up getting to this point where I actually wrote a book  with all this rich research before my dissertation.  And then I successfully completed my dissertation. had all this information. 16:17 And I did something most people wouldn't do immediately after getting my doctorate. I dove into more research studies. You're kidding. interviewed formally and informally  hundreds of women directors  who have made  that career shift into corporate,  into being an independent director.  And I got so much rich, even more information on their barriers, their enablers, their career. 16:47 and how they were  able to make that shift and  successfully get on corporate boards. And many of these women have been on boards for decades.  that's  how I ended up where I am today with this rich data.  And  I would ask you  to describe the four characters  that are in your book. 17:14 and their names and where were they in the career, right? I wanted to share. I wanted to take a unique approach,  know, any books out there and many  board readiness programs out there that will share  a lot of theory with you a lot of information that is rich that we need to know if you're going to be a student of your profession.  As you mentioned before, I highly recommend  everyone interested in being a board director  to 17:43 go to some sort of board readiness organization and get your education  and then get your certification if you can as well.  And so in  really diving into  all the  women that have successfully made this transition and  the hundreds of interviews, informal and both  formal interviews that I conducted,  I started to see themes. 18:12 in their career at certain ages and certain sections of their careers. And I took a lot of that data and I created these four fictitious women that I would use and talk about as a part of a case study and examples so that when you read a chapter and all this theory and all this information, you could then listen to how they took the information from that chapter and executed on it. And so 18:42 The four women that I created, the first one is Lauren. She's 25 and she's a brand new manager in a corporation. She's actually  been with the corporation for three years as a sales executive and got promoted into our very first sales management position, entry level sales management position. That's Lauren.  Then I have Denise, who is a brand new senior manager in a firm. 19:10 And then I have Michelle who, and Denise is 40 and a brand new senior manager. And then I have Michelle who's a 55 year old executive in a fortune 500 corporation. And, and she has said that she wants to retire in the next three to five years. And then lastly, I have Sharon who is a 62 year old CEO of 19:39 her family business and it's a set. She's the second generation of the family business. She's been the CEO for the past 12 years and she's going to turn the business over to her much younger brother and who will take over as the CEO. All four women said at some point they're going to want to serve on a private or a public corporate board. So what should the 25, 40 year old, 55 year old and 62 year old 20:08 do  at this point of their career  to best prepare themselves for board service? How should a 25-year-old really execute her career? And instead of taking, like many of us have done,  a promotion for the sake of a promotion because they want me and because it pays more,  instead of just doing that but really looking at 20:34 beginning with the end in mind. I ultimately want to be an independent director.  So how should I orchestrate my career? How should the 40 year old make a few more tweaks before she  is at that level where she wants to serve as an independent director?  And then this person who is actually thinking about retiring in the next three to five years,  what tweaks? 20:58 Should she make over the next three to five years the be most attractive and most prepared and known  in the industry to be an independent  director? And lastly, someone who has served on her own board as an executive director and CEO for the past 12 years, but never has been an independent director.  What are the things she should be doing right before she turns the business over? 21:27 to  really show up perfectly as an independent director versus an executive director moving forward.  Thank you.  While the characters are women  and the book  has a tagline,  what is that again?  The  guidance?  The guidance for women to secure a seat at the table by no means is this a book that solely can be read by women. 21:56 I think it speaks to the other gender.  And what I found really unique is that you  had characters at different times  and  moments and section moments and their careers and how to really be intentional.  My favorite chapter, I will tell you, is chapter three. Why?  Find your why. That's the name of the chapter. 22:24 Yes. And it is in alignment with the work I do with  business owners and founders. It's like, what is your North Star? Oftentimes they created the business, they're purpose driven, but articulating the why, you know, why did you go out and, you know, work these hours and put your, you know,  re-mortgage your house  to build this business. Finding that chapter, you know, find your why. And then you're probably the research you did with the over a hundred interviews. 22:54 You ideated this, but I'd love to for you to share. And I think it's very important of all your chapters. This is for me. I think if I were an aspiring  director, independent director, this would be the one that most resonates with me. Find your way. Tell me a bit more about that chapter.  It did for me, Brenda, as well for two reasons. One, because of the research that I uncovered and  the qualitative interviews that I conducted. 23:22 I found out that those that were successful  at making that transition from being an executive or a high-powered government official  to  actually being a board member,  they did find their why. And I also,  you know, in this chapter, this third chapter that I'm in,  I became a managing partner and a practice leader of CEO and board services at a global executive search firm. 23:50 And I would have  meetings with many executives who will actually say, Keith, I want to serve on corporate boards. And I will ask them why. And they really couldn't answer.  And I would ask them specific questions about what type of board, private or public.  And  they would say, Keith, I don't care. Just get me on a paid board.  And that's not going to work. And it doesn't work. 24:16 And so I  dedicated a whole chapter to finding your why,  because  as aspiring board members  or board members seeking their second or third board,  and they kind of found their first board because someone tapped them on the shoulders  and said, we want you,  but they don't know how to replicate getting on their next board because no one's tapping them on their shoulders right now.  I found that by  getting people to reflect  on 24:46 Number one, what brings them joy? What brings them joy in this world? Life's too short. And when you're interviewing for a board role, when you're interviewing for something that brings you joy versus the person who is equally as qualified as interviewing against you for that role, when you show up for something that brings you joy, you light up the room. 25:16 And that energy, that person interviewing you picks up on it and you end up having this banter  and they understand that, you know, this seems to be more important to this person versus that executive.  You all are exceptional executives. Your CVs are outstanding, but sometimes just the fact that you're interviewing some for something that brings you joy could be the differentiator. The other thing is the reflect  on 25:44 on your why and when you are successful, understanding why you're successful. When you do fail and you feel miserable, understanding why you failed and why you felt miserable. And by spending that time reflecting on that, you'll begin to figure out your secret sauce. You'll begin to figure out your superpowers.  You'll begin to figure out 26:10 the value that you actually bring to organizations because you uncover  when you are successful, why you're successful, and when you fail, why you fail, and when you feel miserable, why you feel miserable.  Most people don't take the time to reflect. And then as executives, we have conducted  many  of these vision, mission, and value exercises for our companies. We've met them, we've written them. 26:38 And we've done all these things for our companies, but how often do we actually bring that home and transfer those skills to figure out our own personal vision, mission, and values? And when you take the time to do that in this find your why period of time, you can begin  to figure that out and run  every single situation through those funnels. And that will help you  really find your sweet spot. 27:08 And then you're only interviewing in areas where you can truly bring value.  And so that's why I wrote this section. Wow. It sounds like a lot of work. All right. So your book, think, almost it's a guidebook.  So again, we have the four characters. You can pick up the book and read chapters that don't need to be read from the  sequencer order.  Talk to me. 27:36 I think was really unique about  commitment capital. There are five types you've identified.  And I never read or thought of a concept like this  when kind of packaging my board credentials or others. Speak to me about the commitment capital. Thanks. You don't mind, Brenna. I'll touch briefly on the other four, you know, and then I'll spend more time on commitment capital. But 28:01 The two capitals that you typically hear about when you go through any board readiness program,  as  one is human capital and that talks about your education, your expertise,  your experience throughout  your career. That's the human capital side of things. And then you'll, we talk often about the social capital. That's your network, the people you know  that,  and boards are interested in your human capital and your social capital. 28:29 The social capital side,  they want your contacts. They want your connections. They want your help with the M &A  and finding funding and different things like that, finding the right talent.  Your social capital is a big part of it. And your social capital can help you get on a board as well.  But those are the two that you often hear about. The other three that I wrote about,  one is director capital. 28:58 You don't hear much about that one. And that's similar to human capital. All these skills that you accumulated in education, you accumulated throughout your career that helped you along your career. Director capital is more narrow.  And what are the experiences and education like board readiness training that you need specifically to become a director? And so that's director capital. 29:25 Then I dove into cultural capital, which you don't hear much about. And cultural capital really looks at  from the back when you were five years old in  elementary school, middle school, high school, college,  and the experiences and the people you were surrounded by that you mirrored, you emulated, and the obstacles that you innately had to overcome back in those early years. 29:54 that you called upon either innately or on purpose intentionally  throughout your career to get you through some rough times  through your education period and through your career.  People that can  call back and understand their cultural capital can use that to get on boards.  That's cultural capital. And then the fifth capital was the missing link.  And that's about commitment. 30:21 the ability to do the things you need to do in order to get something done  and  call upon that. And I can give you an example.  I have two different groups  of  women  and directors and  executives that  have  very similar outstanding CVs. 30:44 And they  all have gone through a board readiness program and they all have completed some sort of certification. This group found their way on corporate boards. This group have been  really trying to get on boards for up to five years to no avail. But when you look at them on paper, education experience and success wise, they look similar. 31:11 And the missing ingredient that I found via research  was  those who got on boards did something differently than those who didn't. And the majority of the ones who haven't found their way on boards, when they completed their programs, they were proud of themselves. They took copious notes throughout the program. And they said, done. Let those board positions begin to come my direction. 31:39 And those who actually ended up getting on boards,  who also took copious notes, they were  studious throughout the process, but then they went back home and they executed. They started to make trade-offs in their lives and they started to do things differently.  Some of them gave up TV on Wednesday nights and they no longer watch the three Chicago shows. 32:03 You know,  traded that in so they could begin to do things differently and find the time to do that reflection work  and find the time to network differently and find the time. And so they started to hold themselves accountable via their commitment capital to get things done. To this date, I still have people that will say, Keith, I want to get on a private or a public board. 32:32 And I would look at their background and I said, you know what you really need right now? You really need to serve on a nonprofit board to get some human capital experience while surrounding yourself with some incredible social capital that will see you in action. And they said, Keith, I don't have time for a nonprofit board. Now, the NACD says the average board member, independent director, spends 250 hours a year on each board. 33:01 You're telling me you want me  to  help you find a private or public board  and you don't have time to serve on a nonprofit. Let me tell you, you don't have time to be on a for-profit board and you need to find your commitment capital to make the necessary trade-offs so you do have the times to dot your I's and cross your T's. That's what commitment capital is all about. And that was the missing ingredient.  I love it. So you coin it the missing link. 33:31 the analog with business owners and founders is grit. Yes.  Right. Thunder, but I get I get it. So I, I encourage those that are aspiring  for a  first or subsequent board positions to take a look at that. Now, I'm going to ask a question that  potentially has  in the current climate. And again, this is April of 34:01 2025.  There's been  a lot of backlash in our current administration to remove anything  with the acronym DEI, diversity, equity, inclusion,  remove it from  position, hiring, anything that actually is receiving federal funding.  I'm curious, you also have in your book coined  a term called 34:30 optimal diversity. while I think you had this  term  in all the research, right, in your original writing of this book, could optimal diversity be that analog to the downfall of DEI? I think so. And unfortunately, what's going on in today's society,  mostly in the US, but even  several other places in the world, 34:59 is that organizations, in my opinion, have confused the confused.  And they are saying we need to move away from diversity  and move towards meritocracy. And that we need to get away from checking the box  and move to bringing merit back. And the unfortunate part is diversity, equity, and 35:28 has always  had merit  as the  prerequisite.  It's never been about checking the box or just bringing in an unqualified individual  so that we can  look  from an observable diversity standpoint differently.  It's really been about  one, the  prerequisite and the  table stakes. 35:58 is merit.  And then two, to be able to fish in different ponds, to bring in different people.  So ultimately, we can have that cognitive diversity or diversity of thought brought into the room.  And unfortunately, because of this reason for bringing parody  and  make certain that  your boards and your C suites and your companies 36:26 resembled the stakeholders that you were going after for all obvious reasons.  Unfortunately,  the message has gotten lost as to why we want to do this.  And it's really about mitigating risk, disruption,  finding blue oceans,  and you mitigate your risk by having a representation of that diversity of thought to protect your business and to understand all the stakeholders that you're trying to serve. 36:56 And, the prerequisite was always merit. And so I share with people that meritocracy and diversity truly can and does coexist, do coexist.  And so optimal diversity is the combination  of observable or demographic diversity coupled with diversity of thought is optimal diversity. And that applies to every human being. 37:26 when they begin to reflect and to peel back their cultural, human,  social, all those capitals I mentioned before, they can begin to present themselves in such a way that they can  demonstrate their optimal diversity.  As a managing partner  and a practice leader, a CEO in board services, I will spend time with executives one-on-one from all walks of life and coach them. 37:55 And I remember when I typically would sit down with a white male executive during this period of time,  and I would tell them my story and what my background was on  and my research around my doctorate. They will start off because they're now interviewing with  a  search professional that can help them get on boards. And they will start to interview off like this.  And then as I begin to tell them my background and my research, 38:23 they would end up like this and angry. And then I would talk to them about optimal diversity and they would start to loosen up and then they go right back to this. And I remember in one of my conversations with a Fortune 500 executive, a white male, and I talked to him about optimal diversity and he said, wait a second. He said, Keith, I grew up on a farm and I went to this sort of school and he jumped out of the car. 38:53 like that. he said, I do bring diversity to the table. And I said, yes, you do. But I've never had to present myself that way before. And what you just did was you taught me to reach into myself and figure out how I differentiate myself from any other type of executive. And I never had to do that before. And that's optimal diversity. 39:20 Absolutely. So if you heard it here on the founder sandbox, optional diversity refers to ensuring that observable demographic diversity is coupled with diversity of thought. And meritocracy and diversity are not opposing  aims, but instead are symbiotic and share a common goal. So thank you, Keith, for developing the concept of optimal diversity.  And I must read. 39:50 coming out on May 6.  I would like you to have  your time on air to provide my listeners with how they may contact you because not only are you launching your book  on May 6,  the boardroom journey.  I do believe you have one on one coaching  as well as you do  speaking opportunities. 40:19 Keith, how's it best to contact you? Well, you can find me  on my website, is boardroomjourney.com. Okay.  And my email is keith at boardroomjourney.com. You can also find me on LinkedIn under Dr. Keith D. Dorsey. And so  those are,  you know, several different ways you could find me. And when you go to boardroomjourney.com, 40:47 I'm really attacking this  approach  of making certain that we take board governance very seriously  and helping to equip individuals at various stages of their career to be best prepared for board service.  I  want  everyone, as I mentioned before, to go through some sort of board readiness program with the many different type of board readiness programs out there. 41:16 But then once you've done that, I focus on three areas.  One is with, I'm sorry, Brenda, you want to ask me a question? No, that's okay, one.  One is with  the boards themselves. I'm gonna challenge via their consulting offerings,  challenge boards to really take a look at their board members they have today.  And really,  many boards will have skilled matrices. 41:42 Yes. And so they will look at the skills matrix and maybe highlight 12 different functional skills. And then they want to outline their board members and how they rate those different skills. And then they stop there. And I consider the skills matrix to be the top 10 % of a iceberg. OK. And that's the part you can see. The bottom 90 % below the surface is around their competencies. 42:12 And in our consulting,  I challenge boards to actually measure the  competencies  of their board members as well.  And those are the things below the surface, their behavioral traits and things like that, because you wanna have the right mix  of independent directors on your board.  And then  look at where they have a redundancy  of experiences in their  functional areas, skill sets, as well as competencies. 42:41 and think about their strategy moving forward and where do they have gaps?  And so that's one half of what, you know, Boardroom Journey does. The other part  is with individuals.  And what I have uncovered is that many people will go through a program, but they don't execute, as I mentioned before, a commitment capital.  So one of the offerings we have is you get an accountability partner.  And with the... 43:10 the accountability side of things,  the accountability partner will meet up with you and have 30 minute one-on-ones with you,  almost unlimited one-on-ones throughout the year,  the numbers so high. But you cannot get the next meeting with your accountability partner until you have proven you've done the things that we talked about in the prior meeting. And so that's an offering.  And then the other offering, 43:40 is six months  of one-on-one coaching, two times  for one hour each time, twice a month.  And that one-on-one coaching is taking a lot of the principles and action items from the book, The Boardroom Journey.  And instead of doing it in asynchronous sort of fashion, we're going through it together one-on-one  to make certain that you begin to do the things 44:06 differently to get different results. The saying is successful people do what unsuccessful people don't do. And the goal there with the one-on-one coaching is to have you do the things that you need to do in order to get to where you would like to go. And so that's what the boardroom journey as a company and a practice actually does for individuals. Thank you for sharing that. This will be in the show notes, And I'm very excited to. 44:35 provide some exposure and my listeners, particularly those that are considering  your own boardroom journey. I'm going to switch gears back to the founder sandbox. I am  passionate about  resilience,  purpose-driven and scalable growth. And I love to do a round the round with my guests and what does that meaning of resilience mean to you? Each of my guests has a different... 45:04 Yeah. So please. me, resilience comes down to when you truly have a true north and you believe in your true north, having the intestinal fortitude to do things that you need to do in order to get it done  and  not giving up right when you're at that point where things can actually turn around. That's to me what resilience is about. But you first got to know your true north. 45:33 have the intestinal fortitude, encourage  to stick with it until you hit them. Thank you. How about purpose driven? The title of your episode is purpose, Yes.  Bridging gaps for better governance. But beyond that, what is purpose driven? What has made you be so purposeful? That's a great question, Brenda. I would have to say 46:00 right back to that true north, know, finding your why and  really spending the time to think about where are there  unmet needs  in the marketplace.  And, you know, I've worked with some incredible organizations and sometimes we  are too insular and we come up with some great things. 46:25 that we created that we think the market should be interested in.  And the market says, you know what, that was cute, but no. And so  I feel when you start with from the client's perspective and you uncover where there are unmet needs, then and only then can you truly be purposeful  in meeting those unmet needs. And that feels good here  and you're solving something that's needed in the 46:55 I get  it. You heard it here. Q. Dorsey's definition of purposefulness. Scalable. So I think that what you have done here  by publishing what was originally your dissertation and then building  consulting a practice around is actually scalable. What's scalable for you?  You know, something  that can have a process. 47:24 Okay, repeatable process around it.  I've watched businesses  succeed and then fail because they built something  that was needed for in the marketplace, but they allowed themselves  to  get off the beaten track because they're trying to be all things for everybody.  And  for me, 47:52 when a business is truly scalable, they found something, they met an unmet need  and they know their sweet spot and they stay in their sweet spot.  Now, do they disrupt themselves  to stay ahead on the bell shaped curve? Absolutely.  But they build something that has a repeatable process and they can keep their margins down because they're not just being there for everybody. To me, that's what scalable is all about. Find in their sweet spot and execute it. 48:22 Excellent. 48:25 Fantastic. question. Did you have fun in the sandbox today, Keith? I actually did. The problem here, Brenda, is I just enjoy having conversations with you. so  we did that via podcast. We did what we normally do,  but via podcast.  That's  excellent. So I had a blast. Thank you. And what about you? I always have fun.  I love the fact that my guests 48:55 can tell their stories.  They're very authentic. You're very authentic.  You live your purpose.  actually, that's why  my guests come to me, right? And say, is  the podcast right now, a growing channel.  And I do have a large fellowship now. You can also follow me on YouTube.  to my guests, I hope you enjoyed this month's. 49:24 podcast. Actually, this month is a lot I published a lot about corporate governance the month of April. So if you like this episode with Dr. Keith Dorsey, sign up for the monthly release  of this podcast, the founder sandbox where my guests are founders, business owners, corporate board directors, authors.  And you'll learn about how to build strong governance for resilient, scalable and purpose driven companies to make profits for good. 49:54 So thank you for joining me again, Keith. It was a pleasure. Thank you.  

Connect to John Gilroy on LinkedIn   https://www.linkedin.com/in/john-gilroy/ Want to listen to other episodes? www.Federaltechpodcast.com The federal government is releasing so many RFIs and RFQs that it is increasingly challenging to select which ones to respond to. For example, let us say you get 60 requests. You do not have an equal chance to win any of the sixty messages. Do you assign the same amount of time to each one? Do you review each and rank the chances of success? What about the time you used in the ranking process? Remember, you could jeopardize your chances of winning if you do not respond promptly. Deep Water Point & Associates offers one solution to this dilemma. During the interview, Brian Seagraves describes a system called “North Star” that leverages AI to look at an opportunity and give it a grade for your specific company. A ranking of 0—100 means you will not waste time or effort on a proposal that will go nowhere. As a “proof of concept,” John Milward from Axxa painted a picture of a solution. In 2023, he was drowning in responding to opportunities. He started using the North Star system and has experienced drastic improvement. Brian Seagraves reminds the audience that the federal government still awards contracts and sends out RFPs. During stressful times, it is always best to keep a cheerful outlook and increase the number of opportunities for your company.  

In this engaging conversation, Mike Linch and Elizabeth discuss the evolution of personal growth, the importance of perspective gained through experience, and the lessons learned from influential leaders. They explore how to prioritize what truly matters in life, the significance of relationships and generosity, and the challenges of navigating change. Elizabeth shares her insights on making daunting tasks manageable and emphasizes the importance of living authentically while inspiring others to reach their full potential.Mike's Biggest Takeaway's:Life begins at 40, bringing new perspectives.Prioritizing what matters helps sift through life's noise.Saying no becomes crucial in your forties.Generosity and relationships are key to leadership.Excellence is found in the details of work.Comfort zones can hinder personal growth.Failure is a learning opportunity, not a setback.It's important to adapt systems as life changes.Living authentically invites others to be their best.Inspiring others is a powerful legacy.Welcome to the Linch with a Leader Podcast, where you're invited to join the spiritual principles behind big success, with host Mike Linch.Subscribe to the channel so you never miss an episode: Watch: @linchwithaleader Prefer just listening? SUBSCRIBE to the podcast here:Spotify: https://open.spotify.com/show/0dJfeLbikJlKlBqAx6mDYW?si=6ffed84956cb4848Apple: https://podcasts.apple.com/us/podcast/linch-with-a-leader/id1279929826Find show notes and more information at: www.mikelinch.comFollow for EVERYDAY leadership content and interaction:Follow on X: https://x.com/mikelinch?s=20Follow on Instagram: https://www.instagram.com/mikelinch?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==https://www.instagram.com/mikelinch/?...JOIN Mike for a Sunday at NorthStar Church:www.northstarchurch.org Watch: @nsckennesaw

Welcome back to The Power of Owning Your Career Podcast!  In this episode, host Simone Morris sits down with technology executive Irina Dymarsky, a trailblazer known for leading complex, transformative initiatives and currently serving as the head of IT at Avixa. Irina opens up about her career journey—from a childhood ambition of becoming a business executive to navigating the zigzags of corporate life and embracing each new opportunity as a chance to grow. Together, Simone and Irina dive deep into what it really means to be in the driver's seat of your own career, sharing actionable insights on intentionality, the importance of having a North Star, building your "board of directors," and how to manifest your professional goals. Whether you're aiming for your next promotion or reimagining your path at the top, this episode offers strategies, real stories, and inspiration to help you own your journey and design your career for impact. Don't miss Irina's practical tips—from leveraging project management skills for personal growth to the magic of putting your ambitions out into the universe! Let's dive in!   ✴️Episode TimeStamp: 00:00 Success: No One-Size-Fits-All Path 05:58 "CIO Journey Realization" 09:06 Evaluating Progress Toward Your Goals 13:12 Project Planning and Career Resilience 14:47 Career Planning and Promotion Tips 18:46 Continuous Growth and Good Deeds 23:13 "Range: AI's Limitations" 25:17 "Designing for Impact"   ✴️Resources: 52 Tips for Owning Your Career Book by Simone E. Morris  Leverage online resources: Social media, LinkedIn, podcasts Networking and asking peers for recommendations Continuous learning through books and connecting with industry peers (i.e., Podcast “Acquired,” book “Range”)   ✴️Connect with our guest, Irina Dymarsky, at https://www.linkedin.com/in/irinadymarsky/.    ✴️Connect with the show's host, Simone E. Morris, at https://www.linkedin.com/in/simonemorris/.   ✴️To apply to be a guest or recommend guests for the show, visit  bit.ly/pooycshowguest.   ✴️ Get More Support for Your Career:

Welcome, writers and book lovers. The Bleeders is a podcast about book writing and publishing. Make sure you subscribe to the companion Substack: https://thebleeders.substack.com/welcomeToday's guest is Elle Nash, author of Animals Eat Each Other, Nudes, Gag Reflex, and Deliver Me. This episode is an interesting peek into Elle's creative process as we talk through her body of work, the North star of writing to your taste, developing her voice alongside her editing chops, how she landed the coolest agent ever, and more. Follow Elle on Instagram @saderotic.The Bleeders is hosted by Courtney Kocak. Follow her on Instagram @courtneykocak and Bluesky @courtneykocak.bsky.social. For more, check out her website courtneykocak.com.Courtney is teaching some upcoming workshops you might be interested in:Land Big Bylines by Writing for Columns: https://writingworkshops.com/products/land-big-bylines-by-writing-for-columns-zoom-seminarThe Multi-Passionate Writer's Life: https://writingworkshops.com/products/the-multi-passionate-writers-life-zoom-seminar-with-courtney-kocakHow to Build a “Platform” for Writers Who Shudder at the Thought: https://writingworkshops.com/products/how-to-build-a-platform-for-writers-who-shudder-at-the-thought-zoom-seminarCreating Your Podcast: https://www.roadmapwriters.com/products/creating-your-podcast-0Podcasting for Writers: How to Start, Sustain & Grow Your Podcast: https://writingworkshops.com/products/podcasting-for-writers-how-to-start-sustain-grow-your-podcast-4-week-zoom-workshopStart a Newsletter to Supercharge Your Platform, Network and Business: https://writingworkshops.com/products/start-a-newsletter-to-supercharge-your-platform-network-business-zoom-seminar

Mike starts a new series on the Greatest Hits or stories of the Bible by looking at the adventures of Adam and Eve in the Garden of Eden.

Ever wonder what kind of leader you'd be when everything hits the fan? Not when things are smooth. But when your product fails. The internet comes for your company. And you've got 48 hours to decide who you really are. That's exactly what happened to Jason Bronstad, CEO of MALK Organics—and what he did in that moment didn't just save the business… It defined it. In this raw, honest, and wildly insightful episode, Jon sits down with Jason to unpack how a mission-driven company scaled from $12M to $100M, without losing its soul. Here's what you'll walk away with:

Beyond Survival Mode: Living Your Values Through Recovery's Toughest Challenges When life gets turned upside down in recovery, what keeps you moving forward? In this powerful episode of The Addicted Mind Plus, hosts Duane Oline and Eric Osterlind explore how reconnecting with your values can be the anchor you need when emotional pain threatens to pull you under. We've all been there – stuck in survival mode, consumed by shame, fear, or anger after a setback in recovery. The hardest part? Feeling disconnected from yourself, like you're just going through the motions of someone else's life. This episode dives into what value-based living really means and why it matters so much on your healing journey. Drawing from the work of Dr. Steven Hayes (founder of ACT Therapy) and Brené Brown, Duane and Eric offer practical wisdom on how values serve as your "North Star" during life's storms. Unlike goals that can be checked off, values are ongoing qualities that give your life meaning and direction. The hosts emphasize that valued living isn't about perfection – it's about direction, not destination. Even small steps toward what matters count as success. They also remind listeners that values can evolve over time, especially during challenging experiences that clarify what truly matters. This episode includes a step-by-step walkthrough of a worksheet designed to help you reconnect with your values when you're struggling. From identifying challenges to taking small, intentional actions that realign you with what matters most, Duane and Eric provide a practical roadmap for living authentically even when it's hard. Download The Worksheet Whether you're facing a relapse, dealing with intense emotions, or simply trying to hold your life together, this conversation offers compassionate guidance on using your values as a compass to find your way forward again. Click Here to Join the TAM + Community. Get the support you need. Key Topics What value-based living means and why it matters in recovery How emotional pain can disconnect us from our values The difference between values and feelings in guiding our actions How values serve as your "North Star" during challenging times A practical worksheet for reconnecting with your values when struggling Small, intentional actions that can realign you with your values How community support can help you live according to your values Timestamps [00:01:48] Introduction to the importance of values in recovery [00:03:24] How emotional pain disconnects us fromrom our values [00:05:02] Values as ongoing qualities that give life meaning [00:07:08] The question: "What kind of person do I want to be in pain?" [00:08:37] The difference between values and feelings [00:11:51] Step-by-step walkthrough of the values worksheet [00:15:32] How values become your guide when the path is unclear Support TAM+ Subscribe and Review: We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. Supporting Resources: If you live in California and are looking for counseling or therapy, please check out Novus Mindful Life Counseling and Recovery Center. NovusMindfulLife.com We want to hear from you. Please leave us a message or ask us a question: https://www.speakpipe.com/addictedmind Disclaimer Learn more about your ad choices. Visit megaphone.fm/adchoices

The more independent publishers and their authors work together on their book marketing efforts, the better chance they have of selling more books. One of the main focuses of independent publisher Wordeee is figuring out how to leverage the relationships that their authors already have to maximize the reach of their book marketing efforts. Wordeee CEO Marva Allen and COO Patrice Samara join “Inside Independent Publishing (with IBPA)” to share the interesting book marketing tactics they employ with their authors, partnerships they've created for the film and audiobook rights of their books, and more.PARTICIPANTSMARVA ALLEN, CEO WORDEEEMs. Allen was president and co-owner of USI, a multi-million-dollar technology firm that was thrice nominated for the Ernst & Young Entrepreneurship Award. She is the recipient of numerous business awards, including the IBM & Kodak Excellence Awards, and was named a Crain's 40 Under 40 Awardee for significantly achieving in business before her 40th birthday. Allen was a nominee for the Top 100 Most Influential Women in Michigan. She holds a BSN from SGI in England; a B.S in Biology from the University of Michigan; and an M.S. in Health & Business Administration. As a noted book subject matter expert, Allen has been the 'go to‘ person for books for NPR, NBC, and was the on-air book contributor and commentator for Arise TV. She has been featured in the New York Times, NYSE Diversity Magazine (she rang the closing bell for Wall Street), Time Out, and various other magazines and periodicals. She spearheaded the First Literary Festival in Anguilla and hosted major events for Toni Morrison, President Bill Clinton, Secretary of State Hillary Clinton, and Maya Angelou, among many others. She consults with celebrities and high-profile authors who want out-of-the-box thinking on marketing, promoting, and selling their books.Ms. Allen is also the author of several books, including If I should Die Tonight; Camouflage; Protégée; and The Pianist and Min Jade under the nom de plume, C.C. AvramPATRICE SAMARA, COOA veteran entrepreneur in the communications, media and entertainment industries, Emmy, Parent's Choice, and Cine Golden-Eagle-winner Samara brings global business skills and relationships that play heavily into Wordeee's marketing and growth. An author and publisher, she has keen insight into the day-to-day operations of a myriad of successful public, private, and non-profit organizations in her forty-year career.Ms. Samara has worked in over fifty countries, has twice been an NGO Representative to the United Nations, and was the Senior Media Advisor to the 61st President of the UN General Assembly.A cross-cultural specialist, she is the author of seven Alphabet Kids children's books, a multicultural series celebrating the similarities and applauding the differences in all of us.She is also the co-author with Marva Allen of North Star, North Star, an aspirational children's book fostering community and inspiring children to be the best they can be.Independent Book Publishers Association is the largest trade association for independent publishers in the United States. As the IBPA Director of Membership & Member Services, Christopher Locke assists the 3,600 members as they travel along their publishing journeys. Major projects include managing the member benefits to curate the most advantageous services for independent publishers and author publishers; managing the Innovative Voices Program that supports publishers from marginalized communities; and hosting the IBPA podcast, “Inside Independent Publishing (with IBPA).” He's also passionate about indie publishing, because he's an author publisher himself, having published two novels so far in his YA trilogy, The Enlightenment Adventures.LINKSLearn more about the many benefits of becoming a member of Independent Book Publishers Association (IBPA) here: https://www.ibpa-online.org/page/membershipLearn more about Wordeee at https://www.wordeee.com/Follow IBPA on:Facebook – https://www.facebook.com/IBPAonlineX – https://twitter.com/ibpaInstagram - https://www.instagram.com/ibpalovesindies/

Let's begin with a middle school stage play in Detroit. The lights are dim, the demerits are high, and a boy named Leonard has just been kicked off the production. Enter Miss Liggins, a teacher with a different script. She doesn't erase the consequences—she rewrites the role. “You'll be our stage manager,” she says. And with that, a seed is planted: that someone's belief in you, especially when you don't believe in yourself, can change everything.This is how Leonard Burton's story begins. But it's hardly where it ends.This week, Carrie Fox sits down with Leonard—now President and CEO of the Center for the Study of Social Policy—to trace the arc of a life lived in service to justice, from the east side of Detroit to the deserts of Saudi Arabia, from family hardship to national leadership. It's a story that defies neat narrative structure. Because Leonard's journey isn't linear, it's layered—built on memories, mentors, and moments of moral clarity that refuse to fade.Leonard talks about the indignity of a two-tiered chemotherapy room—one for Medicaid patients, one for the privately insured. He recounts the sounds of Scud missiles in Desert Storm, and the sight of a paraplegic neighbor who gave him his first view of the world outside his block. He shares the transformative experience of sitting in a village in apartheid South Africa, watching democracy unfold not with slogans or soundbites, but with silence, patience, and consensus.And through it all, he makes the case—not with urgency, but with gravity-that that justice is not an abstraction. It is food on the table. It is health care with dignity. It is family autonomy and the freedom to imagine a better future.Now, as the leader of CSSP, Leonard is advancing a bold North Star strategy grounded in three pillars: health justice, economic justice, and family autonomy — all threaded through with racial justice. His is a call to hold fast when others are retreating, to keep the lights on when the grid is under attack.Leonard's message is clear: This is not the time to shrink. This is not the time to compromise on values in exchange for comfort. This is the time to light candles if the power fails, to widen the circle, and to remember — in the words of his mentor, Collins Ramusi — “Forward ever, backwards never.”Links & NotesLearn more about the Center for the Study of Social Policy (00:00) - Welcome to Mission Forward (03:45) - Introducing Leonard Burton (13:54) - Center for the Study of Social Policy (18:36) - The Tides of Injustice (25:02) - The Preemptive Pull-back (30:22) - Call to Action ---SPONSOR: Looking for a 401k or investment partner that aligns with your company values?  Aspire Capital Advisors helps businesses build plans for the future that reflect their values. They take the time to understand your vision, put people first, and help create long-term growth strategies.   Visit investwithaspire.com to book a free consultation today.

In this episode, Casey and Mike discuss the insights shared by Barry Rowan on integrating faith into business leadership. They explore the challenges faced by Christian leaders, the importance of identity, and the concept of living from the inside out. The conversation emphasizes a holistic approach to leadership that transcends transactional relationships and focuses on transformational leadership guided by faith.

William Vanderbloemen is the CEO and Founder of Vanderbloemen Search Group, an executive search firm that serves faith-based organizations, churches, schools, and nonprofits around the world. With over 15 years of experience in executive search and leadership consulting, William and his team have conducted over 30,000 interviews and helped thousands of organizations find mission-aligned leaders. Before launching Vanderbloemen, he served as a senior pastor and worked in the corporate HR space at a Fortune 200 company. He's also the author of several books, including his latest, Be the Unicorn: 12 Data-Driven Habits That Separate the Best from the Rest, which is rooted in insights gleaned from decades of leadership and hiring experience. William joins us on The Wow Factor to discuss his entrepreneurial journey, from paperboy to pastor to founder of a top-tier executive search firm. He shares the story behind starting Vanderbloemen, how he navigated the 2008 financial crisis while launching the company, and why responsiveness, authenticity, and purpose are key markers of top-performing leaders. We also dive into his new book and explore a few of the 12 habits that define “unicorn” candidates—those rare individuals who leave a lasting impression and drive long-term success. “Speed wins. You get back to people, you win. It's the lowest-hanging fruit, and hardly anyone's picking it.” – William Vanderbloemen  “If you want to be interesting, be interested. Turn the conversation back to the person you're talking to.” – William Vanderbloemen  “The higher and nobler the North Star, the farther that person goes in accomplishing their mission.” – William Vanderbloemen This Week on The Wow Factor: How William's early entrepreneurial mindset emerged from delivering newspapers in a small North Carolina town His journey from Princeton Theological Seminary to a 15-year career in pastoral leadership The surprising catalyst that led him to launch Vanderbloemen after working in HR at a Fortune 200 company The challenges of starting a business in 2008 and how his wife Adrian played a crucial role in saying yes to the vision How Vanderbloemen has facilitated over 30,000 in-person interviews and built a reputation for matching great leaders with aligned missions The core concept behind Be the Unicorn and why responsiveness is one of the most underrated leadership habits A breakdown of several unicorn habits including: being fast, authentic, agile, prepared, likable, and purpose-driven Real-world hiring lessons drawn from churches, nonprofits, and corporate organizations Tips on running more effective meetings—like turning productivity into a game and calculating the cost of every meeting in real time Why asking better questions is one of the most powerful things a leader can do to develop others William Vanderbloemen's Word of Wisdom: If you want to lead well, stop giving directions and start asking better questions. Great leaders don't just provide answers—they develop the next generation of leaders who do. Connect With WIlliam Vanderbloemen: Vanderbloemen YouTube Vanderbloemen Facebook Vanderbloemen LinkedIn Vanderbloemen Instagram Connect with The Wow Factor:  WOW Factor Website  Brad Formsma on LinkedIn   Brad Formsma on Instagram   Brad Formsma on Facebook   X (formerly Twitter)  

California's Senate Bill 332 aims to address the immediate harms of the investor-owned utilities while also investing in a resilient future.| Show page available: https://ilsr.org/article/CA-utility-reform-ler234/ Listen to all of our Local Energy Rules podcast episodes at our site: https://ilsr.org/energy/local-energy-rules-podcast/ | Don't forget to subscribe, share with your friends, leave a recommendation on our podcast feeds, […]

In this episode of The Daily Mastermind, George Wright III explores the powerful framework outlined in Simon Sinek's book 'Start With Why.' He emphasizes the importance of understanding and communicating your business's core purpose or 'why' to build trust, loyalty, and a strong brand. Using the 'Golden Circle' concept, George explains how successful businesses like Apple lead with their why, followed by how they do it, and what they offer. He provides practical advice on discovering your why, making it a compelling part of your business messaging, and ensuring it serves as the North Star guiding all business decisions. Tune in to learn how to transform your business approach and engage your team and customers on a deeper, more meaningful level.00:16 The Power of 'Start With Why'02:52 The Golden Circle Framework04:22 Applying the Golden Circle to Your Business07:30 Crafting Your Why StatementYou have Greatness inside you. I know you can Learn, Grow and Accomplish anything you put your mind toward. I appreciate you listening today.George Wright IIICEO, The Evolution Group_________________________________________________________1. Subscribe to The Daily Mastermind Podcast- daily inspiration, motivation, education2. Follow me on social media Facebook | Instagram | Linkedin | TikTok | Youtube3. Get the Prosperity Pillars Poster I Developed over 20 years from my Mentors.

Get my New York Times Bestselling book, Make Money Easy!Your mind holds the keys to create the life you want, but most people stay locked in their past instead of manifesting their future. Today, three transformation giants—Dr Joe Dispenza, Gabby Bernstein, and Eric Thomas—share their unique approaches to breaking free from limitations. Dr Joe reveals how our bodies can't distinguish between emotions created by experience versus thought alone, making your feelings the catalyst for your future. Gabby introduces her revolutionary four-step "check-in" process to heal wounded parts of yourself that block manifestation, sharing a personal transformation that led to instant synchronicities. Meanwhile, ET delivers the raw truth about taking responsibility, showing how the moment you stop blaming others and "take the keys back" to your life is when everything changes. This episode provides practical wisdom for anyone ready to overcome their past, heal internal wounds, and manifest their greatest future.Dr Joe's Books:Breaking The Habit of Being Yourself: How to Lose Your Mind and Create a New OneBecoming SupernaturalYou Are the Placebo: Making Your Mind MatterGabby's Books:The Universe Has Your Back: Transform Fear to FaithSelf HelpSuper Attractor: Methods for Manifesting a Life beyond Your Wildest DreamsEric's books:You Owe You: Ignite Your Power, Your Purpose, and Your WhyGreatness Is Upon You: Laying the FoundationIn this episode you will learn:Why most people find it easier to believe in their past than their future and how to reverse this patternThe four-step check-in process to heal wounded parts that block manifestationHow to identify and transform the emotions of lack that prevent abundanceWhy taking back "the keys" to your life is the essential first step to transformationHow to create a harmonious relationship with your wounded parts through compassionWhy finding your personal North Star is crucial for sustaining motivation and purposeFor more information go to https://www.lewishowes.com/1760For more Greatness text PODCAST to +1 (614) 350-3960More SOG episodes we think you'll love:Dr Joe Dispenza – greatness.lnk.to/1702SCGabby Bernstein  – greatness.lnk.to/1714SCEric Thomas – greatness.lnk.to/1696SC Get more from Lewis! Get my New York Times Bestselling book, Make Money Easy!Get The Greatness Mindset audiobook on SpotifyText Lewis AIYouTubeInstagramWebsiteTiktokFacebookX

Nobel Peace Prize nominee Amanda Nguyen has achieved stunning success passing legislation to protect the civil rights of rape survivors. On this episode of Women of Impact with Lisa Bilyeu, Amanda Nguyen describes exactly what motivated her to take on the entire legal system and its double standards about sexual assault. Along the way, she describes the importance of radical empathy, details exactly how to stay centered on your own internal compass, and advocates just showing up and being present. [Original air date: 12-4-19]. SHOW NOTES: Amanda details the experience of going through a rape kit and its legal aftermath [3:36] Amanda describes being betrayed by the criminal justice system [6:32] Amanda asks why evidence from murder trials is never destroyed, but rape kits are [9:57] Outrage fueled Amanda, but it didn't sustain her. Hope sustains movements. [11:22] What is the difference between referring to people as victims versus survivors? [14:31] The difference between having a dream and having hope is having a plan [15:28] Amanda describes her internal compass, her North Star [16:50] Amanda explains how incredible optimism and outrage helped her deal with politics [17:47] Amanda talks about radical empathy, clear objectives and staying grounded [20:14] Amanda advocates the importance of just showing up and being present [24:27] Amanda deals with pressure simply by reminding herself that it's not about her [27:15] Amanda talks about having already had two heart surgeries [29:36] Other survivors have been inspired by Amanda's organization Rise to advocate [33:40] Amanda describes the experience of being seen as nothing more than a victim [35:38] Amanda talks about believing in democracy and running an efficient campaign [36:51] Amanda shares her superpower [40:35] CHECK OUT OUR SPONSORS Audible: Sign up for a free 30-day trial at https://audible.com/WOI  Vital Proteins: Get 20% off by going to https://www.vitalproteins.com and entering promo code WOI at check out.  BiOptimizers: Head to https://bioptimizers.com/impact and use code IMPACT for 10% off.  Kettle & Fire: Get 20% off at https://kettleandfire.com/lisa with code LISA Shopify: Sign up for your one-dollar-per-month trial period at https://shopify.com/lisa Netsuite: Download the CFO's Guide to AI and Machine Learning at https://NetSuite.com/women ********************************************************************** LISTEN TO WOMEN OF IMPACT AD FREE + BONUS EPISODES on APPLE PODCASTS:  apple.co/womenofimpact ********************************************************************** FOLLOW LISA: Instagram: https://www.instagram.com/lisabilyeu/ Twitter: https://twitter.com/lisabilyeu YouTube: https://www.youtube.com/womenofimpact Tik Tok: https://www.tiktok.com/@lisa_bilyeu?lang=en Learn more about your ad choices. Visit megaphone.fm/adchoices

➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory In this "Lessons" episode, Brett Berish, a renowned Spirits Industry Disruptor, reveals how unconventional marketing strategies have built multiple billion-dollar alcohol brands across the globe. He delves into the power of authentic storytelling and the importance of staying true to your North Star, even when faced with setbacks. Learn how prioritizing long-term loyalty over quick exits and continuously iterating on your brand strategy transforms mistakes into valuable lessons. Brett explains that by embracing a mindset focused on sustainable growth, you can build a brand that not only stands out in a crowded market but also endures the test of time.➡️ Show Linkshttps://successstorypodcast.com YouTube: https://youtu.be/mBNWnJdQJ-Q Apple: https://podcasts.apple.com/us/podcast/brett-berish-president-ceo-at-sovereign-brands-how/id1484783544 Spotify: https://open.spotify.com/episode/5jaKVXISPYoUfcqL9yJVtO ➡️ Watch the Podcast on YouTubehttps://www.youtube.com/c/scottdclary See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.