Podcasts about Outcome

December 26, 2025 Daily Devotional: “Standing Firm in the Flow”1 Corinthians 15:58 ​"Therefore, my beloved brothers, be steadfast, immovable, always abounding in the work of the Lord, knowing that in the Lord your labor is not in vain."  ​ ​In a modern world that is constantly shifting, where trends change overnight, opinions waver, and personal circumstances can flip in an instant; 1 Corinthians 15:58 serves as an anchor. The word "therefore" is the hinge this verse swings on. Paul has just spent an entire chapter explaining the victory of Jesus over death. Because the Resurrection is true, our daily life takes on a whole new meaning. We aren't just "staying busy"; we are participating in an eternal reality. ​Paul gives us specific postures to adopt; Be Steadfast &Immovable, this is our internal grit. It's the decision to stay grounded in our faith even when the culture or our emotions try to pull us off course. Be Always Abounding, this is our external output. To "abound" means to overflow. We aren't called to do the bare minimum for God's kingdom; we are called to do the "much more." Now, Our Confidence in the Outcome is in the most beautiful promise here, that our labor is "not in vain." In today's world, hard work often goes unnoticed or unrewarded. But in God's economy, every kind word, every hidden prayer, and every act of integrity is recorded and valued. Never loose sight of the true purpose behind the labor we do for the love we firmly hold for our Lord.

As the year comes to a close, we're revisiting a conversation that feels newly relevant. This week, we're re-releasing our CFO Thought Leader episode with Jonathan Carr, recorded three years ago—long before any exit was in view, but rich with insight into how he thinks about leadership, growth, and decision-making under uncertainty.That mindset was shaped early. Just 18 months after finishing college, Carr was placed in charge of a major Oracle implementation at a Stryker manufacturing plant in Puerto Rico. He had never led systems work before. The advice from his division controller was simple and direct: “find the opportunities that either get you promoted or fired,” Carr tells us.The six-month project forced him to work across manufacturing, IT, and finance to understand how transactions actually flowed through the plant. Carr describes the learning process as peeling back layers “like an onion,” where each answer revealed more complexity, he tells us. It was an early lesson in getting out of one's comfort zone and doing work before feeling fully prepared.That approach carried forward as Carr moved through FP&A, accounts receivable, and customer-facing roles, and later joined SurveyMonkey when the company was generating less than $100 million in revenue. There, he helped build finance capabilities, supported acquisitions, and participated in capital raises totaling nearly $1 billion, with less than $100 million in primary capital, Carr tells us.Later, at Atlassian, Carr was part of the finance leadership team during the company's transition from on-premise software to the cloud. The shift required conviction, transparency, and clear communication with employees and investors, even as near-term economics changed, Carr tells us.In the episode we're re-releasing today, you'll hear Carr reflect on growth, influence, and adaptability. “I reserve the right to get smarter,” he tells us—a line that neatly captures how he has approached each chapter of his career, long before the outcomes were known.

The conversation delves into the boy crisis in education, exploring its causes, the impact of father involvement, the need for emotional literacy for boys, the importance of meaningful work and purpose, and societal perceptions of men. The conversation delves into the complexities of disparities and discrimination, exploring the impact of age, gender, systemic racism, and the shift from a meritocracy culture to a focus on equality of outcome. It also highlights the societal impact on economic health and mental well-being, emphasizing the need for a balanced approach to address these issues.Takeaways- Boy crisis in education- Impact of father involvement- Emotional literacy for boys- Meaningful work and purpose- Societal perceptions of men Disparities and discrimination are influenced by a variety of factors- The shift from a meritocracy culture to a focus on equality of outcome has unintended consequencesChapters- 00:00 The Boy Crisis in Education- 06:58 Impact of Father Involvement- 18:21 Meaningful Work and Purpose- 33:16 Societal Perceptions of Men- 46:12 Exploring Disparities and Discrimination- 01:14:38 Equality of Opportunity vs. Equality of Outcome- 01:20:41 The Societal Impact on Economic Health and Mental Well-beingShow notes:https://www.tabletmag.com/sections/news/articles/media-great-racial-awakeninghttps://tablet-mag-images.b-cdn.net/production/1238c93b7b2915eeda1d488d3e303becb3402a37-2348x1174.png?w=1200&q=70&auto=format&dpr=1 (screen share) https://randallgibson.medium.com/dont-let-others-determine-what-the-top-means-for-you-fede7c4db560 https://www.compactmag.com/article/the-lost-generation/ Blacks are 4% of UK pop but greater than 50% of TV ads https://x.com/RafHM/status/1982511468126875804?s=20 By age 19, 40% of young men had started higher education vs. 54% of young women. https://commonslibrary.parliament.uk/research-briefings/cdp-2025-0154/Boys score about 5 points lower than girls in 4th grade, ~10 points lower by 8th grade, and ~12 points lower by 12th grade. https://boysinitiative.org/educational-achievement/In the U.S. in 2024, men age 65 and older are about 44% more likely to be in the labor force than women of the same age (23.4% vs. 16.2%), according to the https://www.bls.gov/opub/btn/volume-14/golden-years-older-americans-at-work-and-play.htmPhysician study from 2005 and 2018Men worked ~9 hours more per week on average.Men worked significantly more hours per year (~2470 vs. ~2074 hours)Much of the earnings difference could be explained by hours and family formation factors2005 study https://www.nber.org/system/files/working_papers/w29933/w29933.pdf2018 study https://pmc.ncbi.nlm.nih.gov/articles/PMC6109018/Jewish people make up 23% of Ivy League students https://www.unz.com/factcheck/factcheck-meritocracy-gelmans-sixth-column/Of the 965 individual Nobel Prize winners through 2025, about 220 have been Jewish or of Jewish descent, or roughly 22% of all laureates. The global Jewish population share is about 0.2% https://en.wikipedia.org/wiki/List_of_Jewish_Nobel_laureatesA 2015 Times of Israel article noted 10 Jews among the top 50 global billionaires (20%) and they are 0.2 % of the world's population https://www.timesofisrael.com/10-jews-in-forbes-top-50-billionaires/6 in 10 human resource (HR) managers put diversity over qualifications when selecting candidates https://www.yahoo.com/news/companies-avoid-hiring-white-men-070000617.htmlHarvard humanities faculty: White men fell from 39% in 2014 to 18% in 2023Since 2021, 11 directors under 40 have been nominated for Emmys. None have been white men.The Disney Writing Program, which prides itself on placing nearly all its fellows as staff writers, has awarded 107 writing fellowships and 17 directing fellowships over the past decade—none to white men.https://www.compactmag.com/article/the-lost-generation/

Lord Jesus! Bless us with your solutions!

In this gripping episode of Gangland Wire, host Gary Jenkins sits down with Robert “Bob” Cooley, the Chicago lawyer whose extraordinary journey took him from deep inside the Outfit's criminal operations to becoming one of the federal government's most valuable witnesses against organized crime. Cooley pulls back the curtain on the hidden machinery of Chicago's underworld, describing how corruption, bribery, and violence shaped the Chicago Outfit's power in the 1970s and beyond. As a lawyer, gambler, and trusted insider, Cooley saw firsthand how mob influence tilted the scales of justice—often in open daylight. Inside the “Chicago Method” of Courtroom Corruption Cooley explains the notorious system of judicial bribery he once helped facilitate—what he calls the “Chicago Method.” He walks listeners through: How defense attorneys worked directly with Outfit associates to buy favorable rulings. The process of approaching and bribing judges. Why weak forensic standards of the era made witness discrediting the key mob strategy. His personal involvement in the infamous Harry Aleman murder case, where clear guilt was erased by corruption. Life in the Outfit: Gambling, Debt, and Mob Justice Cooley recounts his early days gambling with Chicago Outfit associates, including Marco D'Amico, Jackie Cerrone, and John DeFranzo. Notable stories include: The violent implications of unpaid gambling debts in mob circles. Tense interactions with bookmaker Hal Smith and the chaotic fallout of a bounced check involving mobster Eddie Corrado. How D'Amico often stepped in—sometimes with intimidation—to shield Cooley from harm. These stories reflect the daily volatility of life inside the Outfit, where money, fear, and loyalty intersect constantly. Bob Cooley has a great book titled When Corruption Was King where he goes into even greater detail and has many more stories from his life inside the Chicago Mob. Hit me up on Venmo for a cup of coffee or a shot and a beer @ganglandwire Click here to “buy me a cup of coffee” Subscribe to the website for weekly notifications about updates and other Mob information. To go to the store or make a donation or rent Ballot Theft: Burglary, Murder, Coverup, click here To rent ‘Brothers against Brothers’ or ‘Gangland Wire,’ the documentaries click here.  To purchase one of my books, click here. 0:06 Introduction to Bob Cooley 1:32 Life as an Outfit Gambler 2:00 My Relationship with Marco D’Amico 10:40 The Story of Hal Smith 11:05 A Dangerous Encounter 20:21 Meeting Sally D 22:23 A Contract on My Life 22:37 The Harry Alleman Case 34:47 Inside the Courtroom 51:08 The Verdict 52:26 Warning the Judge 53:49 The Case Against the Policewoman 58:36 Navigating the Legal Maze 1:08:14 The Outcome and Its Consequences 1:11:39 The Decision to Flip 1:24:38 A Father’s Influence 1:33:57 The Corruption Revealed 1:50:12 Political Connections 2:02:07 The Setup for Robbery 2:20:29 Consequences of Loyalty transcript [0:00] Hey, guys, my guest today is a former Chicago outfit associate named Robert Bob Cooley. He has a book out there titled When Corruption Was King. I highly recommend you get it if you want to look inside the Chicago outfit of the 1970s. Now, Bob’s going to tell us about his life as an outfit gambler, lawyer, and I use payoff to judges to get many, many not guilty verdicts. Now, I always call this the Chicago method. This happened for, I know, for Harry Ailman, a case we’re going to talk about, Tony Spolatro got one of these not-guilties. Now, the outfit member associate who is blessed to get this fix put in for him may be charged with a crime, even up to murder. And he gets a lawyer, a connected lawyer, and they’ll demand a bench trial. That means that only a judge makes the decision. A lawyer, like my guest, who worked with a political fixer named Pat Marcy. [0:53] They’ll work together and they’ll get a friendly judge assigned to that case and then they’ll bribe the judge. And all that judge needs is some kind of alibi witnesses and any kind of information to discredit any prosecution witnesses. Now, this is back in the olden days before you had all this DNA and all that kind of thing. So physical evidence was not really a part of it. Mainly, it was from witnesses. And they just have to discredit any prosecution witness. Then the judge can say, well, state hadn’t really proven their case beyond a reasonable doubt and issue a not guilty verdict and walk away. Now, our guest, Bob Cooley, is going to take us inside this world. [1:29] And it’s a world of beatings, murders, bribes, and other kinds of plots. He was a member of the Elmwood Park crew. He was a big gambler. He was a big loan shark. And he worked for a guy named Marco D’Amico, who was their gambling boss and loan shark in that crew. Among other bosses in this powerful crew were Jackie Cerrone, who will go on and become the underboss and eventually the boss for a short [1:55] period of time. and John no-nose DeFranzo, who will also go on to become the boss eventually. What was your relationship with Marco D’Amico? I talked about when I first came into the 18th district, when I came into work there, and they put me back in uniform, the first person I met was Rick Borelli. Rick Borelli, he was Marco’s cousin. [2:23] When I started gambling right away with Rick, within a couple of days, I’m being his face, and I’m calling and making bets. There was a restaurant across the street where every Wednesday and sometimes a couple days a week, I would meet with Ricky. And one of the first people he brought in there was Marco. Was Marco. And Marco would usually be with a person or two. And I thought they were just bookmakers. [2:55] And I started being friendly with him, meeting him there. Then I started having card games Up in my apartment And, Because now I’m making, in the very beginning, I’m making first $100 extra a week. And within a couple of weeks, I’m making $500, $600 extra a week. And within about a month, I’m making $1,000, sometimes more than that. So now I’m having card games, relatively big card games, because I’ve got a bankroll. I’ve got probably about $5,000, $6,000, which seemed like a lot of money to me. Initially uh and after a while that was a daily that was a daily deal but uh so we we started having card games up there and then we started socializing we started now he’d be at these nightclubs all the time when when i’d go to make my payoffs he was part of the main group there he was one of the call he was right he was right under jack right under at that time originally Jackie Cerrone, and then he was right under Johnny DeFranco. [4:07] But he was… And we became real good friends. We would double date and we spent a lot of time together. And we had these big card games. And that’s when I realized how powerful these people were. Because after one of the card games, there was somebody that was brought in, a guy named Corrado. I’m pretty sure his name was I can’t think of his first name, but Corrado was this person that somebody brought into the game. And after we finished playing cards, and I won all the time. I mean, I was a real good card player, and I wouldn’t drink. I’d supply liquor and food and everything, but I wouldn’t drink. And as the others drank, they were the same as at my office. After we finish up, this guy says, you want to play some? We can play maybe some gin. just human being. And he was there with another friend of his who just sat there and watched. So we played, not gin, but blackjack. We played and passed cards back and forth when you win. Then you’re the dealer and back and forth. And I lost, I think I lost about $4,000 or $13,000 to him. [5:26] I lost the cash that I had. I had cash about $5,000 or $6,000. And I gave him a check for the rest. You know, but everything I was doing was wrong, you know. Yeah, one of those nights. It’s in there. And it’s funny because you asked about Marco. [5:47] And I thought, you know, oh, well, and whatever. And I gave him a check. I said, no, it’s a good check. And it was. It was for my office. It was an office check that I gave him. And that next morning, I’m meeting with Ricky and with Marco at this restaurant across from the station before I go in and to work. And I said, son of a B. I said, you know, they had a bad night first ever. Marco wasn’t at that game, at that particular game. And what happened? I said, I blew about 12,000. Okay, but you? Wow. And I said, yeah, I said, one of the guys at the game played some, I played some blackjack with somebody. What was his name? Eddie, Eddie Corrado. Eddie Corrado. He said, that mother, he said, stop payment on the check. He said, stop payment on the check. He said, because it wasn’t nine o’clock. It was only like, you know, seven, you know, seven 30 or whatever. He said, and when he gets ahold of you, arrange to have him come to your house. Tell him you’ll have the money for him at your house. So that’s what I, that’s what I do. So I stopped payment on it probably about five after nine. I get a call from, from Mr. Corrado. You mother fucker. [7:17] I said, no, no. I said, there wasn’t enough money in the account. I said, I’m sorry. I said, all right, then I’ll be over. I said, no, no, no. I said, I’m in court right now. I said, I’m in court. I said, I’m going to be tied up all day. I’ll meet you at my place. I’ll meet you back there. Well, I’ll be there. You better have that. I want cash and you better have it. Okay. Oh, I’m sorry. I’m sorry. I’m at home. Marco comes in. And he was there with Tony and Tony was there and Ricky was there. And Ricky was there. And they come over a little ahead of time and he comes in. I live on the 27th floor. The doorbell rings. Up he comes with some big mustache. [8:00] I open the door. You better have the fucking money and whatever. And I try to look nervous. I try to look real nervous. and when you walk into my apartment you walk in and you see the kitchen right in front of you and to the left to the left you’ve got an area away and you’ve got the the kitchen wall blocking what’s behind it over there and these three guys are standing marco and you are standing right there alongside of it and and when he walks in behind me, He sees Marco and all but shit in his pants. When he sees Marco, he goes, and Marco, you motherfucker. And, you know, oh, I’m sorry. I’m sorry. I didn’t know he was with you. He says, how much money you got me right now? And, you know, he says, pull your pockets out. He had about, he had about three or 4,000 with him. [9:02] And he says, you give him that. He says, you, he says, you, and he says, you give him that right now. And you apologize to him. Oh, and he says, he says, and I may give you a number. I want you to call. He says, we can put you to work. Apparently this guy had done the same thing to them a few years before and got the beating of his life somebody brought him into one of their card games, did he have a technique a cheating technique or had some marked cards no it was a card mechanic he could play games with cards they call him a mechanic and, in fact the guy was great at it because he had his own plane and everything else. But again, he had moved from Chicago and had just come back in the area. And they mounted. And so anyhow, he leaves. And he leaves then, and Marco took the money. Marco took the money. Marco took the money. Typical Bob guy, man. [10:19] And I says, what about the cash I lost to him? He says, well, you lost that. He says, you lost that. That’s when I realized how powerful. That’s when I realized how powerful that [10:35] he was part of the mob, not only a part of it, but one of the operational. Yeah, important part of it. That brings to mind another unbelievable situation that occurred. [10:49] The, uh, this is probably the, we’ll know the year by when it happened. There was a bookmaker named Hal Smith. Oh yeah. I remember that name. He got, tell us about Hal Smith. [11:05] Well, Hal Smith was a, he was a big guy too. A real, a real big guy. I met him on Rush street. He knew I was a gambler. He knew that I was a big gambler and I started gambling with him. Thank you. And I was with him probably for about maybe five or six months. And I’d win with him. I’d lose with him. And he would take big places. He would take $5,000 a game for me. And as they say, so the numbers were big. At the end of the week, we were sometimes $60,000, $70,000. [11:42] They were big numbers back and forth. And he was always good for the money. I was always good for the money. And one particular week, it was about $30,000. And I was waiting for money. Somebody else was supposed to give me even more than that. And the person put me off. And it was a good friend of mine. And I knew the money would be there. But a lot of times, these guys are going to collect it at a certain time. And then they’re expecting to give it to somebody else. Well, he was short. So I said, look, I don’t have it right now, but I’ll have it tomorrow, I said, because I’m meeting somebody. Well, okay, it better be there. [12:31] And look, it’ll be there, okay? Not a problem. So the next day, the person I’m supposed to get it from says, I’ll have it in a couple of hours. I don’t have it right now, but I’ll have it by late this afternoon. And I’m in my office when Hale Smith calls me and I said, I’ll have it a little bit later. And he slams the phone bell. I’m downstairs in Counselor’s Row. In fact, I’m meeting with Butchie and Harry. We’re in a booth talking about something. They had just sent me some business or whatever, but I’m talking about something. And George, the owner of the restaurant, comes over and he says, somebody is asking who you are and they want to talk to you. And they point out this guy. It was a guy I had seen before, because a lot of times at two in the morning, I would go down on West Street, and they had entertainment upstairs. And there was this big English guy. He was an English guy, as you could tell by his accent, a real loud guy. And when I walk up to talk to him, and he’s talking loud enough so people can hear him, and he says, you better have that. I’m here for it. You better have that. You better have that money. [13:51] Bob Hellsmith sent me, you get the money and you better have that money or there’s going to be a problem or whatever. And I said, well, the money will be there, but people can hear what this guy, this guy talking that shit. And he leaves. And he leaves. He’s going to call me back. And he leaves. I said, I’m busy right now. I says, give me a call back when I’m in the office and I’ll meet with you. So Butch, he goes, what was that all about? And I said, you know, it’s somebody I owe some money to. Well, who is he? Who is he with? I said, Harold Smith. And he said, who’s Harold Smith? You don’t pay him anything. He said, you don’t pay him anything. And he calls, when he calls back, he says, you will arrange to meet him. And I said, you know, I said, well, where? [14:44] And they knew where I lived. They’d been to my place at that time. I’m living in Newberry Plaza and they said, there’s a, there’s a Walgreens drugstore in Chicago Avenue. Tell him you’ll meet him there at Walgreens, and we’ll take it. And he says, and we’ll take it from there. When he does call me, I said, look, I said, I’ll meet you tomorrow morning for sure at Walgreens. I’ll have the cash. I said, I’ll have the cash, and I’ll have all of it. I said, but, you know, I’m tied up on some things. I said, I’ll go to my own bank when I’m finished here and whatever, and I’ll see you tomorrow morning for sure at 9 o’clock tomorrow morning. Okay. I sit down with them and they just said, I said, they said, go there and go meet them. And we’ll take care of it. The Walgreens is a store right in the corner of Michigan Avenue and Chicago Avenue, south side of the street. And it’s all windows. Huge windows here. Huge windows here. And a bus stop, a bus stop over here. When I get there, I park in the bus stop and I’m looking to my right and here he is sitting in a booth by himself, right by the window. And I look around and I don’t see anybody. I mean, with a lot of people, I don’t see Butchie. [16:06] Uh or red or anybody around but i i go in there anyhow and uh sit down and i uh sit down in the booth across from him and he’s eating breakfast he’s got some food in front of him and uh the girl comes by right away the girl comes by and i says you know just get me a coke and and he says have you got the money and i said yes and why i got i got a lot i got a lot of money in my pocket but not the, whatever it was he wanted, not the 27 or 28,000. There’s nobody there. And, uh, so we’re talking for no more than about two or three minutes. They had a telephone on the counter. I hear the phone ring and the waitress, the waitress is on the phone. And then she comes walking over and she says, it’s a call for you. And, and when I go get in the phone, I woke up and there’s a phone booth there. And here’s Butchie in the phone booth. And he’s there with a couple of other people. I hang the phone up. I walk over and I had my appointment booked. And I walk over and I just pick up the book. And as I’m walking out there, walking in, we pass each other. And so now when I get in my car and he’s looking at me in my car and right next to him is Butchie. And across from him was a red old male and Fat Herbie. [17:34] Herbie Blitzstein? Herbie Blitzstein? No, it wasn’t Herbie. This is another one. That’s one thing of Herbie. We called Herbie Fat. It was Fat Herbie. And the third guy is like sitting facing him. This is like, that weighs about 300 pounds. Oh, Sarno. Make Mike Sarno. Mike Sarno. That was it. And that’s, that’s, that’s who it was. You know, and I, I drive off, go to my office and go about my business. I get a call later that day from, uh, Hale Smith. Where’s my money? Where’s my money? I said, I gave it to your guy. You what? I gave it to him. I met him at nine o’clock this morning and I gave him the money. You did. And I said, yeah. Um, okay. And he hangs, and he hangs up. I don’t hear anything for a while. I never saw him again. I saw Hale a couple of times because he was always in one of the other restaurants. I lived in Newberry right across from there, but he never talked to me. I never talked to him, never said anything. It was about maybe it had to be a good couple of months later, When I read about Hale, Hale’s no longer with us. [18:52] That’s obviously how they found out about him. I never saw the other guy again. I’m hoping they didn’t kill him, but I’m assuming that’s what probably happened to him. In a public place like that, they probably just scared him off. He probably said, you know, I’m way over my head. I’m out of here. [19:15] They didn’t kill him in the public place he wouldn’t have been in the newspapers my little thought is like with the three guys they took him for a ride, I don’t know they just told him to leave town and he realized what it was and he did Hal didn’t get a chance to leave town Hal had other problems if I remember right I’d have to look it back up but he had other problems with the outfit what I found out later what they had done, was they had gotten one of their guys connected with him to find out who his customers were. In other words, one of the other people that he didn’t realize, that Hale didn’t realize was with them, they got him connected with them where he’s the one who’s doing his collecting and finding out who the customers were because they wanted to get all his customers as well as his money. It turns out he was He was a huge bookmaker for years. That’s what happened to him. And they just took his book. Yeah, I remember something about that story because I killed him in his house, I believe. Yeah, Sally D. [20:22] Sally D, yeah. Sally D was one. When I first met Sally D, he was with Marco’s Fruit, too. [20:30] He owned a pizza place up on the north side, north shore, and I broke him. I was betting with him and beating him week after week. And one of the last times I played with him, he couldn’t come up with the money. It took him an extra couple of weeks to get the cash to pay me. But we were real close friends with him. He’s a bizarre character because he was a totally low level at that time. Yeah. When he then connected up with the Cicero crew, with Rocky and Felice, with Rocky and those people, he became a boss with them. It turns out it was after they killed Al Smith. He was part of all that. That’s Salih De Laurentiis. He’s supposed to be a boss. He moved on up after the Family Secrets trial. He didn’t go down with that, I believe, and he kind of moved on up after that. I don’t know what happened to him. What was so funny about that, when he would come into the club, Marco’s club, Bobby Abinati. [21:42] Who was strictly a very low-level player, although we indicted him with the Gambia star. He’s the one who set up the robbery. Would that have been great if that would have gone through? He’s the one who set up that robbery in Wisconsin. He’d be making fun of Salihide all the time. [22:03] When Salihide would come in, he would make fun of him and joke about him and talk about what a loser he was. This is when he’s a boss of that crew. I mean, just a strange, I mean, nobody talked to bosses like that, especially when, when you’re, when you’re what they call Bobby, you know, what was Marco’s nickname for Bobby Knucklehead? [22:23] That was his nickname, Knucklehead. Pat Marcy, uh, contacted me about, you know, handling me in the only own case. [22:32] I couldn’t have been happier because that was a short time after they put a contract on me. So now i realized if they’re going to be making money you know they finally stopped because for good six seven months when i when i came back to chicago uh i was checking under my car every day in case there was a bomb i moved i moved from uh from a place that i own in the suburbs into an apartment complex so i wouldn’t be living on the first floor yeah it’d be impossible to somebody to break into my, you know, took them thrashing into my place. I changed my whole life around in that sense. [23:10] And when I drove everywhere I went, you know, I would go on the highway and then jump over. I would do all, I wanted to make absolutes. Even though nobody came around, I wasn’t taking any chances for a long period of time. And that was too when it cost me a fortune because that’s when I stopped dealing with the bookmakers because I wasn’t going to be in a position where I had to go meet somebody at any time to collect my money and whatever. [23:39] So what had happened, though, was somebody came to see me. And when I was practicing, there’s a lot of things I wouldn’t do. I set my own rules. I would not get involved. After the Harry Alleman case, I never got involved anymore myself fixing certain cases. But even prior to that, I wouldn’t fix certain cases. I wouldn’t get involved in certain cases, especially involving the police, because my father was such a terrific policeman, and I felt I was too in a lot of sentences. I loved the police. I disliked some of the crooked cops that I knew, but on the surface, I’d be friendly with them, etc. Harry Ailman was a prolific hitman for the Elmwood Park crew. He killed a teamster who wouldn’t help set up trucks for the outfit, a guy named Billy Logan. He was just a regular guy. He’s going to take us right into the meeting with the judge. He’ll take us into a counselor’s row restaurant where these cases were fixed. Now, Bob will give us a seat right at Pat Marcy’s table. Now, Pat Marcy was the first ward fixture, and he’s going to take us into the hallway with Pat Marcy where they made the payoffs. [24:57] Now, Bob, can you take us inside the famous Harry Aileman murder case? I know you fixed it. And tell us, you know, and I know there was a human toll that this took on that corrupt judge, Frank Wilson. Okay. The Harry Aileman case was, it was not long after I became partners with Johnny DeArco. I get a call from, I’m in Counselor’s Row at the restaurant. Whenever I was in there now, my spot was the first ward table. Nobody was allowed to sit there day or night. That was reserved for first ward connected people and only the top group of people. [25:40] I’m sitting there at the table and Johnny DeArco Sr. Tells me, you know, Pat wants to talk to you. About something. And I said, you know, sure. Not long afterwards, Pat comes downstairs. We go out. We go out in the hall because we never talk at the table. And he tells me, have you got somebody that can handle the Harry Alleman case? I had seen in the news, he was front page news. He was one of the main mob hitmen. He was partners with Butchie Petrucelli. But it was common knowledge that he was a hitman. He looked like one. He dressed like one. He acted like one. And whatever. And he was one. In fact, he was the one that used to go to New York. And I know he also went to Arizona to do some hits and whatever. He traveled around the country. I said to Pat, they thought the case was a mob hit on a team street. a teamster. I assumed that it was just that. It was people doing what they do. But I said to Pat, I said, well, get me the file. Get me the file. Let me see what the case looks like. Because I would never put a judge in a bad spot. That was my nature. [27:06] When I had cases, a lot of these judges were personal friends of mine. What I would do, if I wanted to have a case, if I wanted to fix a case to save all the time of having to go to a damn long trial, I would make sure that it was a case that was winnable, easily winnable. When I got the file, when I got the file from Pat, he got me the file the next day. The next morning, when he came in, he gave me the file. I looked at the file. It was a throw-out case. When I say throw-out case, absolutely a nothing case. [27:46] The records in the file showed that a car drove up down the street. Suddenly somebody with a shotgun blasted a guy named Billy Logan in front of his house and drove away. They were contacted by a neighbor, this guy, Bobby Lowe. Was it Bobby Lowe? Yeah, I’m pretty sure Bobby Lowe. Who indicated that he opened the door and let his dog run out. And when he looked, he saw somebody. He saw a car, and he gave a description of the car. And he saw somebody pull up, and he saw him shoot with a shotgun. And then he saw the person get out of the car and shoot him with a .45, and shoot him with a .45. And then the car sped away. That was pretty much the case. Some other people heard some noise, looked out, and saw a car driving away. A period of time after that, it had to be about a year or so after that, somebody was arrested driving to Pennsylvania to kill somebody. There was a guy who stopped. [29:16] Louie Almeida was his name. Louie Almeida was stopped in his car. He was on the way to Pennsylvania. And in front of his car, he had shotguns. And he winds up, when he gets arrested, he winds up telling the authorities that he can tell them about a mob murder back in Chicago and winds up cooperating with them. He indicates what happened. He indicated that, you know, he was asked to, you know, or he got involved in it. He got the car and whatever. They did this. They did that. And he pulled up alongside Billy and wound up shooting the victim as he came out of the house. [30:09] Now, I look at some other reports in there, some reports that were made out, new reports. They talk about the Louis Almeida. They talk about the witness that gave the first statement. and they said that they found, or he’s giving us a new statement now where he says he’s walking his dog. He hears a shotgun. His dog runs towards the car where the shooting was coming from. He saw Harry get out of the car and walk over and shoot him, walk over and shoot the victim, and he was looking at him, And then he jumped in the bushes and the car drove away. A complete new story. Yeah. A complete new story. And. I looked at the reports, and this is an easy winner. And so I told Pat, you know, I’ll take it. You know, I’m sure I can handle it. I said, I’m sure I can handle it, but, you know, I’ll let you know. [31:21] That’s when I contacted, I met my restaurant, Greco’s, and I had Frank Wilson there a lot. Well, I called Frank Wilson, invited him and his wife to come to the restaurant. I had done that many times before. When he gets there, I tell him, I have the case. You know, I told him I was contacted on this case, I said. And I said, it’s an easy winner, I said. And I explained to him what it was. I told him, you know, it’s the driver of the car who’s doing this to help himself. And this other guy, Bobby Lowe, that gave a complete new story from the original story that he gave. And I indicated, you know, can you handle the case? And he tells me, I can’t handle the case, he said, because I was SOJ’d. In Chicago, Illinois, they have a rule that makes it easy for people to fool around because for no reason at all you can ask to have a judge moved off the case. And you can name a second judge that you don’t want to handle the case. [32:34] Frank Wilson’s reputation was as such that the lawyer that turned out to be a judge later on, Tom Maloney, who had the case, named him in the SOJ. It was assigned to somebody else, and he indicated he wanted any other judge except Frank Wilson. Frank Wilson on the case. And this was Harry Aileman’s lawyer. Yeah. Okay. And who Tom Maloney, who then ends up being the judge years later. But yeah. Well, because we knew he was going to be a judge. Yeah. We knew ahead of time. I knew at that time. That’s what makes the story so unbelievably interesting. Yeah. Anyhow, he says, I can’t do it because… In Chicago, in Chicago, it’s supposed to keep it honest. I love this. To keep it honest. Yeah. To keep it honest, each judge is supposed to be picked by computer. [33:33] Same thing they’re doing to this day. Trump wondered why the same judge kept getting all his cases. Because they’re doing the same thing we did, some of us could do in Chicago. He was the chief judge in the area. he said to me, I don’t think I can get the case. I don’t think I can’t get the case. I said, I’ll get the case to you. I said, I’ll get, because I already, I, in fact, through Pat Marcy, anytime I wanted a case to go anywhere, I would contact Pat and I’d give him a thousand dollars and he would get me any judge I wanted. Uh, I said, well, I think I can. I said, I said, And I gave him $1,000. [34:16] I said, here, this is yours. And if I can’t get the case to you, you keep it. If I can’t get, I never said to him, will you fix it? Will you this or that? I mean, he understood what it was. I didn’t know how he would react to it. When I asked him, would you handle it? Were the words I used. I had never fixed anything with him before. [34:43] In case he was, you know, he would want to report it to somebody. I wasn’t worried because Frank had a reputation as being a big drinker. After I got the Harry Elliman file, Pat tells me, I’m going to have somebody come and talk to you. Who comes? And we meet in the first ward office, and then we go downstairs into the special room they had for conversations. It’s Mike Ficarro. He’s the head of the organized crime section. He’s the one who prosecutes all the criminals. He’s one of the many prosecutors in Chicago. That’s why there were over 1,000 mob murders and never a conviction from the time of Al Capone. Not a single conviction with over 1,000 mob murders because they controlled absolutely everything. He’s the boss. [35:35] I knew him. I didn’t like him. He had an attitude about him. You know, when I would see him at parties and when I’d see him at other places, and I’d walk by and say, hi, he just seemed coldish. [35:47] I found out later why. He was jealous of the relationship I had with all these people. [35:54] He says, I’ll help you any way I can, anything you need, whatever. So the prosecutors on the Harry Olliman case were our people. That’s who’s prosecuting the case anyhow. But they couldn’t get one of their judges apparently who would handle the case. So, but anyhow, uh, so, uh, when we, um, when we go, when we, when we go to trial, um. [36:25] Before to help me out, I told Pat, I’ll get somebody else to handle the case. I’ll have somebody else. I said, I won’t go in there. I won’t go in there because everybody knows I’m close to Frank, very close to Frank. I said, so I won’t go in there. I’ll get somebody. He says, no, no. He said, I’ll get somebody. And so he gets a guy named Frank Whalen, who I didn’t know at the time. He was a retired lawyer from Chicago. He was one of the mob lawyers. [37:00] He was one of the mob lawyers. And he lived in Florida. He lived in Miami. I think it was, no, Lauderdale. He lived in the Lauderdale area. He was practicing there. So I fly out. I fly out to meet him. I i do all the investigating in the case the i’m using an investigator that harry alleman got from me in fact he was the same investigator that got in trouble in in uh in in hollywood for what for a lot of stuff i can’t think of his name right now but he’s the one who got indicted in hollywood eventually for you know wiretapping people and whatever it was the same one. And he got me information on Bobby on this Bobby Lowe. He found out Bobby Lowe, Bobby Lowe was a drug addict. [37:59] When the FBI got a hold of him, Bobby Lowe was living out in the street because he had been fired from his first job. He had a job in some kind of an ice cream company where they made ice cream, and he got fired there for stealing. And then he had a job after that in a gas station, and he faked a robbery there. Apparently, what he did was he called the police and said he had been robbed. This is before they had cameras and all the rest of that stuff. He said he had been robbed. And somebody happened to have been in the gas station getting gas. It was a big place, apparently. [38:45] And when the police talked to him, he said, I didn’t see anything strange. He said, I saw the attendant walk out to the back about 10, 15 minutes ago. I saw him walk out to the back of the place and then come back in. And so they go out, and he had his car parked behind it, and they found the money that was supposed to have been stolen in the car. So not the best witness, in other words. Well, that’s an understatement, because that was why… That was why now he suddenly shows up, and they know all this. The FBI agents that obviously know all this, that’s their witness. That’s their case. To me, it’s an airtight, you know. Yeah. Anyhow, I developed the defense. I went back to see Frank a second time. I flew out to Florida a second time, gave him all this information. [39:48] I had talked to some other people to a number of people that were going to indicate that Harry played golf with them that day see how they remembered not golf but he was at a driving range with them with about five people they remember what they were three or four years three or four years before that what I also found out now, and I didn’t know and it changed my whole attitude on that this wasn’t a mob killing you, This guy that he killed was married to his, I think it was his cousin or some relation was married. I’m pretty sure it was to his cousin. She had told Harry, I got this from Butchie, Butchie Petrosselli, who had become a close friend of mine after I got involved with Harry’s case, his partner. And that was why he killed them, because apparently the sister, his sister-in-law, whatever she was, had told him, you know, when he was beating her up, she had said, well, my Harry Alameda won’t be happy about this. And he said, supposedly, he said, fuck that, Kenny. [41:02] And that’s why the shooting took place. Wow. This changed me. You know, I’m in the middle of it. There’s no getting out of it now. Yeah, they’ll turn it back. And by now, I’m running around all the time with Butch and Mary at night. I’m meeting them at dinner. They’re coming to one of my places where I have dinners all the time. You know, I’m becoming like close friends, close friends with both of them. Yeah. So anyhow, but anyhow, the lawyer that he got, Frank Whalen, who was supposed to be sharp, turned out like he was not in his, let’s just say he was not in his prime. [41:46] Charitable. And when he went in, you know, while the trial was going on, you know, while the trial was going on, I get a call from Frank. From Frank Wilson, because I told him, you don’t come back into the restaurant now. You don’t come back into the restaurant. I used his office as my office all the time, along with a bunch of other judges. I had a phone, but it cost about a dollar a minute to talk on my phone. I had to talk on my phone. So when I’d be at 26th Street in the courthouse, even though no lawyers are allowed back there in the chamber, so I’m back there sitting at his desk using the phone taking care of my own other business. I stopped going in there while the trial was going on. [42:35] So, anyhow, he calls me, and he wants to meet me at a restaurant over on Western Avenue. And, okay, he called me from one of the pay phones out there in front of the courthouse, and I go to meet him. What did he want? Was he complaining about the lawyer, Waylon? What was he complaining about, Waylon? and I was screwing it up. [42:59] When I meet him, I said, you know, he’s like, you know, he said, you know, we go into the bathroom and he and he said he’s all shooken up. He says, this is going to cost me my job. He said, he said, you know, they’re burying him. You’re burying him. You know, because I had given this information on the two witnesses. And he says, Frank Whalen, he said, isn’t doing a thing and cross-examining these people and whatever. [43:32] And he says, and he’s all upset. And I said, Frank, no, I’m shook up one of the few times in my life where it’s something I can’t handle. He had never told me, you know, I’ll fix the case, never. And I said to him, and I said, Frank, I said, if something goes wrong, I said, I’m sure they’re going to kill me, is what I said to him. Yeah. I said, if something goes wrong, I’m sure they’re going to kill me. And I left. I left the bathroom. Now, I have no idea what’s going on in his mind and whatever. Yeah. I see Pat the next day. And by something goes wrong in this case, you mean if he gets found guilty, that’d be what would go wrong and you would get killed. Is that that’s what you mean? Well, no question, because when I met, I didn’t go into that. I met with Harry Alleman. I get a call after I got involved in the case. A couple days later, I get a call from Markle. Meet me at one of the nightclubs where I was all the time at night with these people. [44:47] Above it, you’ve got a motel, a bunch of hotel rooms. I get a call from Markle. The reason everybody loved me and the mob, I never discussed what I was doing with anybody or any of the other dozens of mobsters I run with that I was involved in Harry’s case. Never said a word to anybody about any of this. That was my nature, and that’s why all these people love me. I never talked about one thing with anybody else or whatever. He says, I want to meet you. When I get over there, he says, let’s go upstairs. Somebody wants to talk to you. And we go upstairs, and there’s Harry Alleman. And Harry, how you doing? How are you? [45:27] And he says, listen, you’re sure about this? And I said, yeah. I said, I’m sure. And he said, well, if something goes wrong, you’re going to have a problem. Those were his words to me. You’re going to have a problem. And I said, you know, he says, because this judge, he says, this judge is a straight judge. And he said, Tom, you mean Tom Maloney. He says, and Tom wants to handle my case. And he tells me he’s going to be named a judge by the Supreme Court real soon. And he wants to handle and he wants to handle my case before he… Uh, you know, before he becomes a Supreme court, before he becomes a judge, I knew the moment he told me that I knew for sure that was the case because we control everything, including the Supreme court. I said, you know, I said, don’t, you know, don’t worry about it. I lied to him. And I said, uh, I said, yeah, the judge is going to, I said, yeah, he’s going to throw it out. He knows, I said, he knows what’ll happen if he doesn’t. That’s what I told Harry. I want to keep him happy. [46:34] I’m going to keep him happy probably for a few hours I’m a little nervous and then that’s all behind me like so many other problems I got in the middle of oh my god talking about walking a tightrope so now the lawyer came into Chicago he was in Chicago I met him when he came in he was staying at the Bismarck was at the Bismarck Hotel right around the corner from you know where Counselor’s Row was that’s where he was staying in the in the hotel right there by the first board office and there was a way to go in there without being seen and there was a, You go through another restaurant and you go through the alley and go up there. And I wouldn’t, I didn’t want to be seen walking into there because I know the FBI are probably, are probably watching and whatever. When he comes into town, they handle the case. So I go upstairs to see him. You know, I said, what the hell’s going on in court? He says, I’m going, it’s going great. It’s going great. I said, it’s going great. I just, you know, I just got a call last night. I had to go meet the judge. And he said, you’re not doing any cross-examining. Oh, I’m doing a great job. You know, I’m doing a great job. So after a few minutes of, I leave. Yeah. [47:52] That’s when I saw Pat Marcy, too. And I said, Pat, I said, the judge is upset about whatever’s going on. I said, maybe we should give him some more because I agreed to give him $10,000. And he said, you know, what a piece of work he is. You know, he said $10,000, and that’s all he’s going to get, not a nickel more or whatever. So now to say I’m nervous again is an ultra statement. The case, I walked over, and I wouldn’t go in the room, but I wanted to just be around that room for some reason. FBI agents all over the place. [48:30] FBI agents all over the place. And so now I’m at home and I’m packed. I’ve got my bags packed because if he finds it, I don’t know what he’s going to do. I’m worried he might find him guilty because of all that had happened. He, when the trial ended a given night, and the next day he was going to give the result. In fact, I didn’t go out and play that night. I was a little nervous, and I stayed home, and I packed up my bags. I packed up my bags, and about 9 o’clock, I got in the car, and I started driving. And by the time he gave the ruling, I was probably about 100, maybe 150 miles away. And I hear on the radio, you know, found him not guilty, found him not guilty. So I turn around. Hit the next exit, turn around and come back. I turn around. Northbound on I-55. [49:27] Probably a couple hours later, here I am parked in my parking spot. My parking spot was in front of my office, right across from City Hall. And I parked in the mayor’s spot when she wasn’t there. And drove probably to drive her crazy. But that was where I parked. That was my parking spot. We’d see my big car with the RJC license plates parked in the bus stop. And so here I am. I parked the car and I go in. I go in. [50:01] And I’m sure Pat told some people, probably not, but I’m sure they told all the mobsters, all the top mobsters, because these guys all wanted to meet me afterwards and get the restaurant. I go in to see them. We walked into the janitor’s closet. You walk out of Counselor’s Row. You go to the left. It goes into the 100 North Building. Now, you’ve got the elevators to the right. And behind that, you’ve got a closet where the janitors keep all their stuff. And you’ve got some stairs leading up to the, there was a, what do you call it? There was an office there where the commodities, big commodity exchange was right there. that there was a stairway leading up to where the offices were with some doors with bars and everything on it. And Pat is standing on those stairs, about two or three stairs. You know, I said, wow. I said, you know, everybody’s going nuts. And he goes, well, you know, you did a good job. And he gives me an envelope. He gives me an envelope. And, you know, I put the money in my pocket. [51:09] We said we had some more. We said a couple other words about, you know, this and that. And then I just go in there. I go back in the counselor’s. [51:21] Now, after the feds started getting indictments, did you try and warn the Aleman case judge, Frank Wilson? Why did you do that? And when I went to see Frank Wilson, I went to help him. I said, Frank, I said, look, I said, I was contacted by, I said, I was contacted by the, by the, by the FBI. They were investigating the Harry Aleman case. I said to him, I said, they, they feel the case was fixed. I said, when they come to see me, I said, you know, I said, I’m not going to talk to them. I said, I’m not going to talk to them. I’m going to take the fifth. And in your case, you can do the same thing. When they, if they come to talk to you, you just take the fifth amendment. If they give you immunity, I said, you know, then you, then you testify, but you tell them the truth. I said, don’t worry about me. Tell them the truth. This is how I talk to him. When I’m talking to him like that, it’s almost like he’s trying to run away from me. [52:27] We’re at a restaurant in a big complex. It was in one of those resorts in Arizona. He’s all but running away from me. I was trying to help him. What I said to him was, Frank, I said, the statute of limitations ran on all this. It’s been more than five years. There’s nothing they can do to you or to me, I said, because the statute ran. I said, so don’t lie to them. What the feds were concerned about, and I don’t know why, that he would deny ever fixing the case when it went through. I don’t know why they’re worried about that, but they were, and I didn’t want to see him get in trouble. [53:13] That’s why I went there to protect him. Hey, Bob, you were asked to represent an outfit associate or an outfit associate’s son who was accused of breaking the jaw of a Chicago policewoman. And you know, when a cop is injured in a fight with somebody, the cops follow that case. And I do not want to see any shenanigans going on. So, so tell us about how you walked that line. And I bet those cops were, were not happy with you in the end. Some people think this is a reason you flipped. Take us inside that case, will you? [53:45] And the reason I mentioned that it had a lot to do with what I eventually did. Now we’ll get back to what made me do what I was going to do. When I was practicing law now, and now I have been away from all this for years, I was out of town a lot because I’m representing the Chinese all around the country. I’m their main lawyer right now. [54:10] And I get a call from Lenny Colella. And he says, my son, he said, my son is in trouble. I want to come in and I want to talk to you about handling his case. This was a heater case, too. This was a front page case because he was charged with aggravated battery and attempted murder. Supposedly, he had beat up a policewoman and it was all over the place. He was a drug addict and whatever, supposedly he did all this. And when he came into the office with his dad, he was high. When I talked to him, he’s got his kid with him. And the kid is a smart aleck. As we’re talking, the kid, and I asked the kid, well, whatever. The kid was a smart aleck. And I just said to him, I said, Len, I can’t help you. I said, get him out of here. I want nothing to do with him. I said, I can’t help you. You didn’t take cases that were involved with cops anyhow, for the most part. No. I didn’t know what had happened in this case. I know what I saw in the paper. I didn’t know what the facts or anything were or whatever. I mean, if it turned out that if I felt when I talked to him that he had done it, whatever, I would not have taken the case anyhow. [55:26] I mean, I would not have. That’s why I say, too, that may be, too, why I was as quick and as rude as I was when he came in there and was acting and was a little bit high. I just wanted nothing to do with him, period. I said to his dad, his father said, you know, if I get him cleaned up, you know, I said, well, if you get him cleaned up, then we’ll talk again. I said, but I can’t help him, and I can’t help him. [55:54] And off he goes. the father re-contacted me about a week later. And he said, I had him in rehab and he straightened out and whatever. And he brought him back in and it was a new person. And when he told me the facts of the case, when he told me what happened, because he was a big, tough kid. He was a big, you know, he was a weightlifter, but he was a big, tough looking kid. [56:19] And it’s a little police woman. When he told me what happened, I believed him. Because I’ve been out in the street and whatever. And he says, you know, he told me what happened, that he had gotten stopped. He was out there talking to her. And when she said, you’re under arrest for DUI, he just walked. He says, I walked. I was going to get in my car and drive away. And she grabbed me and was pulling me or whatever. And I hear all these sirens coming. And within a few minutes, there’s all kinds of police. There’s about half a dozen police there. He says, and then they started jumping on me. He said, she was under me. He was all beaten up. He was all bloody and whatever. And she apparently had her jaw broken. And there’s no doubt in my mind when he’s telling me that, you know, when they were hit with his clubs or with this thing that they claimed he had without his fingerprints, it was a metal bar. Right, a slapper. A chunk of lead covered by leather. Everybody used to carry a slapper. How about you carry a slapper? They claimed, but there was no cloth on this. It was just the metal itself. Yeah, oh really? [57:45] Anyhow, that makes it interesting during the trial when they flat out lied. No, he had no blood. I got the hospital reports. They wouldn’t take him in the station because he was too badly beaten up. But anyhow, he also had two other charges. He had been involved in a fight in a bar. And he had been involved in another situation with the police. And he was charged with resisting arrest and battery on a policeman out in Cicero. So he had these three cases. So I gave the father a fee on handling, you know, the one, I was going to, I gave him a fee one case at a time. I said, you know, first thing we’ll do, I want to get rid of those other two cases. I’ll take them to juries, I said. [58:36] I’ll take them to juries because I wasn’t going to put them. I knew both the judges on those cases, but I wasn’t going to put them in a position on a case like that. I take the first case to trial. And I get him a not guilty. That was the fight in the bar. [58:54] That was out in one of the suburbs. That was out in, I’m not sure which suburb, in the northwest side. After we get that case over with, before that case, I get a call from Pat Marcy. Pat Marcy, I hadn’t seen him probably even for a couple months, but I hadn’t talked to him for quite a long period of time. And he says to me, you got a case that just came in. He said, we’re going to handle it. And I said, there’s no need, Pat. I said, I can win these cases. I said, there’s no need. I can win these cases. And he said, we’re going to handle this. The case is going to go to Judge Passarella, he said, and we’ll take care of it. I said, Pat, there’s no need to. I said, I can win these cases. I said, they’re all jury trials, but I know I can win them all. And he says, you do as you’re told. Pat had never talked to me like that before. [59:54] Powerful as he was and crazy as I am, And he never, you know, you never demand that I do anything or whatever. We had a different type relationship. And although I hadn’t broken away from them by now, it’s been years. I had broken away from them for about, you know, two, three years. And he says, you know, take the case to trial. I said, well, he’s got some other cases, too, and I’m going to take the one. And she says, I’ll take it to a jury, and I’ll win it. You’ll see how I win it. I take her to trial, and I get her not guilty. The second case was set for trial about a month after that. Not even, yeah, about a month or so after that. And during that time, a couple of times I’m in counselors, and Pat says, when are you going to take the case to trial? I said, well, Pat, you know, I won the one case. I got the other case on trial, and it was before Judge Stillo. He was a judge that we eventually indicted. [1:00:51] Stillo was very, very well connected to the first ward. He’s one of the old-time judges out in Maywood. And I told him, you know, when I came in there, he assumed I’d take it to trial and he’d throw it out. And I said, no, no, no, there’s no need to. I says, I’m going to take the jury on this one. Number one, I had stopped fixing things long before this. And, but he was, to make money, he was willing that he would have thrown the case out. It was a battery with a Cicero policeman. And I says, no, no, I’ll take it. I’ll take it to, you know, I’ll take the jury. I said, I don’t want to put you in that pursuit. Oh, don’t worry about me. I take that one to trial and I win that one too. Now Pat calls me, when the hell are you going to take the case to trial? And that’s the original case with the police woman. That’s the main one. The main one. Okay, go ahead. [1:01:44] When are you going to take it to trial? And I don’t want to take it to trial. In fact. I had talked to the prosecutor, and I said, look, I said, because he was charged with, he was charged with, you know, attempted murder and arrest. I said, if you’ll reduce it, the prosecutor was an idiot. He knew me, should have realized that, you know, that I never lose cases. Yeah. You know, but I want to work out something. He was a special prosecutor on it. He said, we’re not going to reduce it. We said, you know, if you want to work out a plea, we went five years, we went five to ten or whatever in the penitentiary. And I said, well, that’s not going to happen. I said, well, then we’ll just have to go to trial. So now, while I’m at Counselor’s Row, on one of my many occasions, because I was still having some card games over there at somebody else’s other lawyer’s office, because I had had big card games going on there for years. I’m sitting at the counselor’s row table, and Judge Passarella comes in. There’s just him and me there, and when he comes in, I say, Oh, you’re here to see Pat? [1:02:56] And he goes, Pat, who? No more conversation. Who the fuck? No more. The guy’s treating me like I’m some kind of a fool or whatever. And I developed an instant disliking to him. I had never seen him around that much or whatever before that. So now, after the second case, you’re going to go to, you know. So I talked to Lenny. When Lenny came in, Lenny came in with him when we were starting to get prepared for the case. And, oh, this is before this is before I talked to the prosecutor. And I said, Lenny, I said, I says, if I can get it reduced to a misdemeanor, to a misdemeanor. I said, you know, can we work with, you know, and work out a plea, let’s say, for maybe a month or two, you know, a month or two. Is that OK with you? Oh, sure. He says, oh, sure. [1:03:57] Now, this Lenny, this was the kid’s dad, your client’s dad. This is his dad. Now, explain who he was, who Lenny was. His dad was. What’s his last name? Yeah, Karela. Karela, okay. Lenny Karela, I’m pretty sure was his name. He owned a big bakery out there in Elmwood Park area. Okay. And he was friendly with all the mobsters. Okay, all right. I got you. For all I knew, he may have been a mobster himself, but I mean, he may have been because we had thousands of people that were connected. He was a connected guy. All right, go ahead. I’m sorry. And he said, oh, yeah, sure, no, not a problem because the papers are meant, they’re still, after a year, they’re still mentioning that case will be going to trial soon and every so often. [1:04:43] What I had also done, I tried to make contact with the policewoman, not with her, but I put the word out and I knew a lot of police and I got a hold of somebody that did know her. And I said, look, I said, no, the case is fixed if I want it. Yeah. But I don’t want it. Even though I know that, you know, that it’s all BS, you know, I said, look, I said, get a hold of her and get a hold of her lawyer and tell them if they want to file a lawsuit, you know, you know, we can, they can get themselves some money on it. Uh, you know, he’ll indicate, you know, he’ll, he’ll, he’ll indicate that, you know, he, he was guilty or whatever, but I wanted to get her some money. The word I get back is tell him that piece of shit, meaning me to drop dead, to drop dead. You know, we’re going to put this guy in prison and that’s where he should be too. When the case now, now when the case goes to trial. [1:05:48] The coppers lied like hell and talk about stupid. I’ve got the police reports there. When they took him into the police station, they wouldn’t take him. The station said take him to a hospital. He goes to the hospital and the reports, you know, bleeding here, bleeding there, and, you know, marks here, marks there. They beat the hell out of him. [1:06:10] You know, nobody touched him. You know, nobody touched him. Nobody touched him. Was he bleeding? No, no, he wasn’t. He wasn’t bleeding. Didn’t have any, you know, along with, you know, along with everything else. Flat out lied. How many policemen were there? There were two or three. There were about 10 by the time it’s over. But it’s an absolute throwout. Any fingerprints on that metal? Well, we had some fingerprints, but not his. And on and on it went. It’s a throwout case to start with. The courtroom now where the case was, was very interesting. You walk in there, and when you walk in there, there’s about 20 people that can sit. And then there’s, it’s the only courtroom in the building where you have a wall, a glass wall, all the way up, all the way up. Covering in the door, opens up and goes in there. You go in there. It’s a big courtroom. A bunch of benches now in there. You go to the left, and here’s the judge’s chambers. You come out of the chambers, and you walk up about four steps. And here the desk is on like a podium. And it’s not where all the others are, you know, where you look straight forward. It’s over on the side. It’s over, you know, to the left as you walk out of his chambers. [1:07:40] When the judge listens to the case he goes in there I’ll come up back with my ruling he comes out about 10 minutes later he walks up the steps, And now he turns off the microphone. Somebody turns off the microphone so the people in the back can’t hear anything. The ones inside there can, you know, can hear. The one back there can’t hear anything because it’s all enclosed. [1:08:11] That’s why they got the microphone back there. Somebody shut it off. He says, basically, I’m not guilty in a real strange voice. And all but runs off the all but run and don’t ask me why this is what he did all but runs off all but runs off into the into his chambers, you know he’s afraid all those cops out in the audience were going to come and charge the stand I guess and put a whack on him. [1:08:43] But think about it this is Chicago he’s with the bad guys but I’m just saying I don’t know why he did all that, but that’s what he did. And so now, as I come walking out with Mike, and they’re all in uniform, and most of them are in uniform, and then you’ve got the press and all kinds of cameras and whatever there. And as I come walking out along with him, some of these guys I know, and these jerk-offs are like calling me names and whatever. I go, I go see Pat. [1:09:23] And when I go back into Counselor’s Row now, he’s there at the table. And when I come in, it’s a repeat of the Harry Allerman thing. He walks out. He walks directly. And I’m following him, and he walks in. He goes back into the same janitor’s closet and stands on the same steps just above me, you know, talking to me. And I said to him I said this judge is going to have a problem, I said, he’s going to have a problem. I said, what if he says something? And he said to me, nobody would dare. He said, nobody would dare cooperate against us. They know what would happen. Or words to that effect. And don’t ask me why. So many other things had happened before this. But now I’m looking at him and I’m thinking, you know, somebody’s got to stop this craziness. All this stuff. I’m thinking that at the moment, but then I’m worried for some reason, I think he can read my mind. [1:10:34] Stupid as all of this seems, I’m afraid to think that anymore. I’m almost, you know, cause Pat’s such a powerful person and every sense I know, I know his power, but anyhow, so I leave. And like I say, 10, 15 minutes later, that’s all forgotten about. He paid me the rest of the money I was supposed to get from them. [1:10:56] Obviously, he wanted to do it because he was probably charging a lot of money. That’s why he didn’t want me to take things. He wanted to collect the money because while the case was going on too, he puts me in touch with the head of the probation department because he was able to help in some way. He knew some of the, you know, some of the, some of the policemen involved in the thing had been contacted too. Yeah. But they were contacted and they messed up by, you know, they messed up by lying about all that. Yeah. When there’s police reports saying, oh, no, but anyhow, that was that particular case. Tell us why you decided to flip. [1:11:38] These had been your friends. You knew you had explosive information. You knew as a lawyer, you knew what you had to say would send these people to prison for many, many years. if not life. It had to be hard. As other things happened, why did I commit the, Probably two or three other times things happened. But the most important thing was to think when my dad was dying, and I was very close to my dad. When my dad was dyi

GLP-1 medications are everywhere, and so is misinformation. Lauren (CNS/LDN), Sam (RD), and Maggie unpack what matters most when using GLP-1s for weight loss. Appetite suppression changes nutrition needs, and under-eating is one of the most common risks seen in practice. Protein intake, resistance training, and adequate overall intake play a critical role in preserving muscle and supporting metabolic health. The conversation addresses common questions around plateaus, side effects, body composition changes, and what truly influences weight regain after stopping medication. For anyone using a GLP-1 or considering one, the focus is on clarity, intention, and building outcomes that hold up long term. GLP-1s can be a powerful tool. Nutrition strategy determines the outcome. Book a Free Discovery Call Free Macro Calculator Free Downloads Black Iron Blog Strategy Session

Knowledge Project Intro Sixteen lessons learned from Bernie Marcus, the outlier: Bad money is worse than no money.Outcome over ego.Every customer is on loan.Bureaucracy is a fungus.Pitchers need Catchers.Promotions are an addiction; low prices are a discipline.It's not a value until it costs you money.Win-Win or walk away.Hire people better than you.The best information isn't in a spreadsheet; it's in the customer walking out empty-handed.Invisible benefits often outweigh visible costs.The one-man show doesn't scale.Instincts beat spreadsheets.The money is the scorecard, not the motivator.You're never as smart as you think you are.Sometimes the company outgrows the people.Home Depot's “Customer Bill of Rights” – the six things a customer wants to pay for: 1. The right assortment2. The right quantities3. The right price4. Associates on the sales floor who want to take care of customers5. Associates who have been properly trained in product knowledgeCulture isn't what you say, it's what you repeatedly do Read the full notes @ podcastnotes.orgBernie Marcus is the co-founder and former CEO of Home Depot.  This is how he built a culture of ownership, kept going when everyone turned him down, nearly lost it all, and created one of the most successful retailers in history.  ----- Approximate Timestamps: (00:00) Introduction (02:00) Part 1: An Accidental Miracle (09:29) Part 2: A Golden Horseshoe Kick (25:49) Part 3: Building From Nothing (38:53) Part 4: Orange Everywhere (49:40) Part 5: The Legacy (54:17) Lessons ----- Upgrade: Get a hand edited transcripts and ad free experiences along with my thoughts and reflections at the end of every conversation. Learn more @ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/membership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠------Newsletter: The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠------ Follow Shane Parrish:X: ⁠⁠⁠⁠⁠https://x.com/shaneparrish Insta: https://www.instagram.com/farnamstreet/ LinkedIn: https://www.linkedin.com/in/shane-parrish-050a2183/ ------ Thank you to the sponsors for this episode: .tech domains: Nothing says tech like being on .tech⁠⁠ https://get.tech/⁠ reMarkable: Get your paper tablet at ⁠https://www.reMarkable.com⁠ today ----- Sources: Marcus, Bernie, and Arthur Blank. Built from Scratch: How a Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion. New York: Crown Business, 1999. Best Practice Institute. "Bernie Marcus Interview." YouTube video. https://www.youtube.com/watch?v=KNP0YYDi1FY. ----- This episode is for informational purposes only. Learn more about your ad choices. Visit megaphone.fm/adchoices

Knowledge Project Intro Sixteen lessons learned from Bernie Marcus, the outlier: Bad money is worse than no money.Outcome over ego.Every customer is on loan.Bureaucracy is a fungus.Pitchers need Catchers.Promotions are an addiction; low prices are a discipline.It's not a value until it costs you money.Win-Win or walk away.Hire people better than you.The best information isn't in a spreadsheet; it's in the customer walking out empty-handed.Invisible benefits often outweigh visible costs.The one-man show doesn't scale.Instincts beat spreadsheets.The money is the scorecard, not the motivator.You're never as smart as you think you are.Sometimes the company outgrows the people.Home Depot's “Customer Bill of Rights” – the six things a customer wants to pay for: 1. The right assortment2. The right quantities3. The right price4. Associates on the sales floor who want to take care of customers5. Associates who have been properly trained in product knowledgeCulture isn't what you say, it's what you repeatedly do Read the full notes @ podcastnotes.orgBernie Marcus is the co-founder and former CEO of Home Depot.  This is how he built a culture of ownership, kept going when everyone turned him down, nearly lost it all, and created one of the most successful retailers in history.  ----- Approximate Timestamps: (00:00) Introduction (02:00) Part 1: An Accidental Miracle (09:29) Part 2: A Golden Horseshoe Kick (25:49) Part 3: Building From Nothing (38:53) Part 4: Orange Everywhere (49:40) Part 5: The Legacy (54:17) Lessons ----- Upgrade: Get a hand edited transcripts and ad free experiences along with my thoughts and reflections at the end of every conversation. Learn more @ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/membership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠------Newsletter: The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠------ Follow Shane Parrish:X: ⁠⁠⁠⁠⁠https://x.com/shaneparrish Insta: https://www.instagram.com/farnamstreet/ LinkedIn: https://www.linkedin.com/in/shane-parrish-050a2183/ ------ Thank you to the sponsors for this episode: .tech domains: Nothing says tech like being on .tech⁠⁠ https://get.tech/⁠ reMarkable: Get your paper tablet at ⁠https://www.reMarkable.com⁠ today ----- Sources: Marcus, Bernie, and Arthur Blank. Built from Scratch: How a Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion. New York: Crown Business, 1999. Best Practice Institute. "Bernie Marcus Interview." YouTube video. https://www.youtube.com/watch?v=KNP0YYDi1FY. ----- This episode is for informational purposes only. Learn more about your ad choices. Visit megaphone.fm/adchoices

If why you do what you do is too strongly focused on the ideal outcome, weight loss, obedient children, a new home ... then you're missing the best part and will likely feel like a failure in the process. This episode teaches you to put your attention on who you're becoming in the process of pursuing goals and dreams.Follow along on InstagramGet more resources here

This is an Impact Pricing Blog published on October 13, 2025, turned into an audio podcast so you can listen on the go. Read Full Article Here: https://impactpricing.com/blog/shareholder-value-is-an-outcome-not-a-strategy/ If you have any feedback, definitely send it. You can reach us at mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving: Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/

Are you more focused on the outcome or on your obedience in it?Donate to Moody Radio: http://moodyradio.org/donateto/todayssinglechristianSee omnystudio.com/listener for privacy information.

Discussion on Perception and Love Leila Fung shared a revelation from a previous text about realizing that they and Jared were viewing situations through a lens of annoyance or upset, though Leila Fung had "no anger" toward Jevon Perra's family. Jevon Perra noted the many layers of perception where individuals make things as they think they are, leading to stress and anger. Leila Fung stated they were hoping to be authentically loving, with everything that comes out of them being love.Jevon Perra's Business Transition and Marketing Challenges Jevon Perra discussed their slow transition in a new business venture due to not being able to use mass marketing for bridge loans because of new website and email. They explained that mass marketing with a new email address can lead to being flagged as spam, necessitating manual texting, calling, and one-by-one emailing. Jevon Perra also mentioned being careful about communication to manage industry gossip that might get back to "Bob" to maintain a good working relationship.Focus on Shared Interests and Reducing Suffering Leila Fung shared that their focus while reading and learning would be repairing their relationship with their sister-in-law by viewing everything through a "mutual shared interest" lens. Soo Kim related to this, noting that at month-end, they perceive anyone taking them away from their production list as an "enemy" (00:06:12). Jevon Perra discussed that the function of teachers of God is to save time, and this time saving comes from letting go of attachments and allowing a non-dual perception of forgiveness which saves "thousands of years of suffering" (00:08:39).The Role of the Teacher of God The group began reading Chapter 1 of the Manual for Teachers, titled "Who are God's teachers?". Soo Kim read that a teacher of God is anyone who chooses to be one and whose only qualification is that they have chosen to not see their interests as apart from someone else's (00:02:36). Jevon Perra clarified that the language used in the text is masculine due to the original template, but the concepts are general, emphasizing that seeing interests as the same is a characteristic of the teacher (00:03:41).The Universal Course and Salvation Soo Kim continued reading, noting that teachers of God come from all over the world and religions and that their function is to save time, with each one saving "a thousand years of time" (00:07:33). They read that the central theme of the universal course is that "God's son is guiltless and in his innocence in is his salvation" (00:11:26). Jevon Perra reiterated that seeing others as guiltless makes the perceiver feel free because their perception of the other is their experience of life, which is supported by the example of people being overly friendly to them when they walk around with a puppy (00:12:46).Shift in Perspective with Brokers Jevon Perra shared a personal story about changing their negative perception and resistance toward constant phone calls from brokers after realizing the brokers were calling because they had the wrong, old email address (00:16:19). Jevon Perra explained that answering the calls led to enjoyable conversations and resulted in making deals that wouldn't have happened otherwise because the inexperienced brokers would not have known how to email the correct information (00:17:13). Jevon Perra connected this to the concept of guiltlessness and common interest, stating, "We both want to close loans" (00:18:05).Interrupting Attachments and Control Soo Kim expressed difficulty applying Jevon Perra's experience to their own situation, where interruptions from loan officers felt like an attack, particularly because interruptions lead to missed details in their job. Jevon Perra highlighted that the suffering comes from the attachment to getting things done, not the task itself, and that one can decline calls without resistance and judgment (00:19:58). Soo Kim admitted that their attitude of preventing interruptions might be an "illusion of control" (00:22:22).Leila Fung's Relational Striving and Projection Leila Fung brought up Jared, their partner, taking responsibility for family issues, allowing them to let go of control, and considered whether this meeting could help him (00:23:33). Leila Fung then discussed their struggle with striving for a relationship with their sister-in-law, who exhibits lack of communication and effort, particularly regarding a Christmas breakfast (00:27:13). Leila Fung stated they feel hurt and unprioritized due to their sister-in-law's actions, contrasting it with the effort Leila Fung feels they put in (00:30:52).Discussion on Meaning and Resistance Jevon Perra responded to Leila Fung by explaining that the suffering comes from the meaning they are putting on the situation, not the situation itself, which is neutral (00:29:36) (00:35:14). Leila Fung identified their core meaning as, "I understand. She's not prioritizing me is the story that I'm telling myself and that's not fair" (00:36:14). Jevon Perra shared their own experience of feeling better by letting go of resistance and communicating with their mother, even when they had previously chosen to ignore their calls (00:37:08).Choosing Peace Over Suffering Jevon Perra used the example of the show Pluribus to illustrate that one can choose peace even in challenging situations, asserting that there is "no situation that I can't choose peace" (00:39:10) (00:41:31). Jevon Perra concluded that their experience comes from their perception, not the actions of others, and that they must constantly let go of attachments to how things "have to be" for them to be happy (00:42:39).Focusing on Interest vs. Outcome Leila Fung stated that their focus is always on the outcome, using the example of deciding on breakfast food for their family's visit (00:43:48). Jevon Perra emphasized that while outcomes are neutral, individuals constantly try to force specific outcomes for a particular meaning (00:45:45). The meeting concluded after finishing the current chapter of the Manual for Teachers (00:46:49).

A 90-billion-euro loan to Ukraine and a postponed Mercosur vote dominated the European Council meeting yesterday. Suzanne Lynch, Brussels Bureau Chief, Bloomberg brings us the details from the meeting.

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Hey everybody! Welcome back to another rad-tastic episode of the People of Packaging podcast. Today, I'm sitting down with Jamie Lo, the co-founder and CEO of Laibl.We're diving deep into the massive “chasm” that exists between legacy packaging manufacturers and the modern brands who need them. If you've ever felt like procurement is a slow-moving dinosaur, this episode is for you. Jamie is building a platform that doesn't just match brands with suppliers—it uses AI to fix the broken behaviors that have been holding our industry back for decades.

Zen Dog TrainingEpisode 61: Control Your Dog, Control The Outcome (Rereleased)Jason Connell and Gordon Fontaine rerelease E07 and discuss the fundamental secret of Zen Dog Training.Creating situations where you can control the outcome as the first step makes training your dog easier. Focus on managing the environment or using the right tools and equipment to get control, then choose the best training option.When you want to reward good behaviors or gently interrupt unwanted behaviors start by setting up an environment for success. Training happens faster when you are consistent with rules and control the outcome. Recorded: 04-16-24Studio: Just Curious MediaPartner: Zen Dog TrainingListen:Apple PodcastsBuzzsproutSpotifyWatch:YouTubeHosts:Jason ConnellGordon Fontaine#justcuriousmedia #zendogtraining #mrjasonconnell #gordonfontaine #pets #puppies #dogoftheday #doglover #ilovemydog #puppylove #animals #doggy #doglife #lovedogs #animal #doglove #bestwoof #mansbestfriend #dogtraining #puppytraining #zen #dog #trainingSend us a text

Estimated reading time: 11 Minuten Im B2B-Vertrieb verkaufst du nicht "Features". Du verkaufst Klarheit, und du verkaufst Entscheidungssicherheit. Genau darum geht es hier: Bedarfsermittlung im B2B – nicht irgendwann, sondern planbar, sauber und wiederholbar. Statt nur zu hören, was der Kunde sagt, willst du verstehen, was wirklich dahintersteckt, damit du nicht am Symptom hängen bleibst. Gleichzeitig brauchst du den Blick fürs Buying Center, weil sonst der echte Entscheider unsichtbar bleibt. Und damit sind wir beim Kern: Entscheider identifizieren ist nicht „nice to have", sondern Pflicht, wenn du nicht in Endlosschleifen verkaufen willst. In meinem Gespräch mit Stephan Heinrich haben wir das auseinandergebaut und wieder zusammengesetzt. Du bekommst daraus einen Praxis-Guide, den du direkt in Discovery Calls, Qualifizierung und Angebot übernehmen kannst, sodass du weniger "Wir melden uns" hörst und mehr echte Entscheidungen auslöst. Und ja: Wir zeigen dir, wie du den Entscheider identifizieren-Job systematisch erledigst – weil gute Bedarfsermittlung genau dort gewinnt. Kundenergründung 3.0: Was sich im B2B für die Bedarfsermittlung geändert hat Viele Verkäufer machen heute denselben Fehler wie vor 15 Jahren – nur mit besserer Kamera: Sie springen zu früh in die Lösung, und oft sogar in Minute 3. Sobald PowerPoint läuft, verlierst du aber leicht die Gesprächsführung, weil der Kunde dann bewertet, während du lieferst. Genau deshalb musst du zuerst Problem und Prozess klären, und du musst frühzeitig den Entscheider identifizieren, bevor du in die Demo rutschst. Kundenergründung 3.0 akzeptiert drei harte Realitäten, und genau deshalb funktioniert sie so gut: Mehr Stakeholder: Du verkaufst selten an eine Person, sondern ans Buying Center. Mehr Risiko: Der Kunde entscheidet nicht nur für, sondern auch gegen den Status quo, und das fühlt sich intern riskant an. Mehr "No Decision": Viele Deals sterben nicht am Wettbewerb, sondern an Aufschieberitis, Unsicherheit oder fehlender Priorität. Die PowerPoint-Falle: Warum "früh präsentieren" deine Bedarfsermittlung zerstört Sobald du präsentierst, passiert Folgendes: Der Kunde lehnt sich zurück, du arbeitest, und er bewertet. Am Ende kommt dann oft der Satz: "Schicken Sie mal ein Angebot." Das klingt wie ein Kaufsignal, ist aber häufig nur ein höfliches "Ich will jetzt aus dem Call raus." Die Alternative ist simpel, aber nicht leicht: Du bleibst im Dialog, und du gräbst tiefer, damit am Ende wirklich Klarheit entsteht. Außerdem erkennst du dadurch viel früher, ob der Deal echt ist oder nur "mal schauen". Und du kannst nebenbei direkt den Entscheider identifizieren, statt später hinterherzulaufen. Bedarfsermittlung heißt heute: Entscheidung ermöglichen Der moderne Verkäufer ist nicht nur Problemlöser, sondern auch Entscheidungs-Architekt. Du hilfst dem Kunden, intern zu erklären, warum eine Veränderung nötig ist, und warum sie jetzt passieren muss. Gleichzeitig sorgst du dafür, dass die richtigen Menschen beteiligt sind, weil du sonst zwar diskutierst, aber nie abschließt – daher: Entscheider identifizieren. Warum wir etwas ändern müssen Warum wir es jetzt ändern müssen Warum wir es mit dieser Lösung ändern können Und wer dazu "Ja" sagen muss Das ist Kundenergründung 3.0. Und das ist Bedarfsermittlung, die wirklich Umsatz macht. Das wahre Problem finden: Vom Symptom zur Diagnose (Basis jeder Bedarfsermittlung) Ich nutze dafür gern ein Bild: Arzt vs. Apotheke. Der Kunde kommt rein und sagt: "Ich hab Kopfschmerzen." Wenn du jetzt direkt "Aspirin" verkaufst, bist du Apotheke, aber nicht Berater. Fragst du dagegen "Seit wann? Wo genau? Was war vorher, und was haben Sie schon probiert?", dann wirst du zum Arzt – und erst eine saubere Diagnose macht deine Bedarfsermittlung wertvoll. Für eine stabile Bedarfsermittlung brauchst du drei Ebenen, und jede Ebene baut auf der vorherigen auf: Ebene 1: Das Symptom (was der Kunde sagt) "Unsere Leads sind schlecht." "Unser Forecast wackelt." "Wir brauchen ein neues Tool." Ebene 2: Die Ursache (warum es passiert) Fehlt eine saubere Qualifizierung, oder fehlt ein gemeinsames Verständnis? Ist der Entscheidungsprozess unklar, und deshalb bleibt alles hängen? Gibt es keinen Champion, obwohl das Thema wichtig wäre? Ebene 3: Der Impact (was es kostet) Jetzt wird's spannend: Sobald du den Impact sauber machst, verändert sich das Gespräch, weil aus "nice to have" ein "müssen wir lösen" wird. Damit wird deine Bedarfsermittlung automatisch schärfer, und du hast außerdem einen klaren Aufhänger, um den Entscheider identifizieren-Part sauber anzustoßen. Fragen, die dich sofort tiefer bringen "Was passiert, wenn Sie das nicht lösen?" "Woran merken Sie das konkret – in Zahlen, Zeit oder Risiko?" "Was haben Sie bisher probiert, und warum hat's nicht gereicht?" "Wer merkt den Schaden am stärksten?" (Denn dort sitzt oft der Sponsor – und manchmal auch der echte Entscheider.) Merksatz: Bedarfsermittlung entsteht nicht durch "mehr reden", sondern durch Zusammenhänge, die der Kunde intern weitergeben kann. Schmerz in Euro: So wird Bedarfsermittlung messbar und wirksam Viele Verkäufer sind nett, und das ist grundsätzlich gut. Ohne Dringlichkeit gewinnt jedoch immer der Status quo, weshalb du in Richtung Entscheidung einen harten Schritt brauchst: Quantifizierung. Du machst keinen Druck, sondern du schaffst Klarheit, und dadurch wird auch deutlich, wer intern wirklich entscheiden muss – also: Entscheider identifizieren. Die Kosten der Nicht-Entscheidung Hilf dem Kunden nicht nur beim "Warum kaufen?", sondern auch beim "Warum NICHT warten?". Das gelingt, wenn du den Schaden greifbar machst und gleichzeitig die Logik sauber hältst: "Was kostet Sie das Problem pro Monat?" "Wie viele Stunden gehen dabei verloren, und wo genau?" "Welches Risiko tragen Sie, wenn das so bleibt?" Das Ziel ist nicht, den Kunden zu grillen, sondern ihm eine Rechnung zu geben, die er intern verwenden kann. Gute Bedarfsermittlung fühlt sich für den Kunden an wie: "Endlich versteht mich jemand." Critical Event: Warum jetzt? Wenn du Deals beschleunigen willst, brauchst du ein Ereignis, ein Datum oder einen Auslöser. Ohne dieses "Warum jetzt?" wird alles vertagt, obwohl das Problem real ist. Und wenn vertagt wird, verschwimmt fast immer auch, wer zuständig ist – deshalb: Entscheider identifizieren und Verantwortlichkeiten festzurren. "Was muss bis wann stehen – und warum genau dann?" "Was passiert, wenn Sie das Datum reißen?" "Welche internen Meilensteine hängen daran, und wer verantwortet sie?" Klärst du das nicht, bekommst du "Wir melden uns", und dann meldet sich: niemand. Preis ohne Drama: Obergrenze & Preis-Fragmentierung Viele Verkäufer trauen sich nicht über Geld zu reden, und dadurch entstehen falsche Erwartungen. Zwei saubere Wege, die Entscheidung zu erleichtern, sind: Obergrenze: Du nennst eine klare Decke (mit Pause), sodass der Kunde sofort einordnet. Beispiel: "Wenn Sie befürchtet haben, dass Sie 35.000 Euro investieren müssen: da liegen wir auf jeden Fall drunter." Fragmentierung: Du brichst den Preis auf eine verdauliche Einheit runter (pro Verkäufer/Monat oder pro Standort/Woche), damit es entscheidbar wird. Das ist keine Manipulation, sondern es reduziert Unsicherheit, und Unsicherheit ist der natürliche Feind jeder guten Bedarfsermittlung. Den echten Entscheider finden: Buying Center, Economic Buyer & Bedarfsermittlung Jetzt wird's politisch, aber im besten Sinne: Unternehmensrealität. In komplexen Deals gibt es selten "den Entscheider", sondern mehrere Rollen, und du musst sie trennen, damit deine Bedarfsermittlung nicht zur Blackbox wird. Kurz gesagt: Entscheider identifizieren ist dein Sicherheitsgurt im komplexen Vertrieb. Der Mythos "Mein Chef macht, was ich sage" Ich höre ständig: "Ich bin nah dran am Chef." Das ist gut, aber Nähe ist kein Unterschriftrecht. Wenn du nur mit Beeinflussern sprichst, bekommst du schöne Gespräche, jedoch keine Entscheidung. So fragst du den Entscheidungsprozess ab (ohne peinlich zu wirken) Diese Formulierung funktioniert fast immer, weil sie den Kunden schützt und dich gleichzeitig führt: "Damit ich Ihnen nichts Falsches baue: Wie wird so eine Entscheidung bei Ihnen typischerweise getroffen?" Danach gehst du strukturiert weiter, und zwar mit einer Decision Map, die intern tragfähig ist. Ziel: Nicht raten, sondern sauber Entscheider identifizieren: Decision Criteria: "Woran machen Sie die Auswahl fest, und was ist 'must have'?" Decision Process: "Welche Schritte kommen nach diesem Gespräch, und wann?" People: "Wer muss am Ende zustimmen – fachlich, finanziell und operativ?" Risiko: "Wer trägt den Ärger, falls es schiefgeht?" Der Entscheider-Test: Der Konditionalabschluss Jetzt kommt ein Hebel, der vielen Bauchschmerzen macht, aber brutal effektiv ist: der Konditionalabschluss. Das ist eine geschlossene Frage, weil du Klarheit willst und nicht Hoffnungen sammelst. "Wenn ich Ihnen das so zuschicke: sind wir dann auf dem Weg zur Entscheidung?" Warum ist das so stark? Weil du echte Informationen bekommst. Entweder es gibt ein Ja (mit Bedingungen), oder es gibt ein Nein (mit Gründen), und beides bringt dich weiter. Und vor allem zeigt es dir, ob du wirklich den Entscheider identifizieren-Schritt schon erledigt hast. Das Angebot als Entscheidungsdokument: "Heiratsantrag" statt PDF-Friedhof Ein Angebot ist kein Preisblatt, und es ist auch kein Roman. Es ist ein Entscheidungsdokument, das intern weitergeleitet werden kann, ohne dass du daneben sitzt. Damit das klappt, musst du vorher Problem, Impact und Rollen geklärt haben – inklusive "Entscheider identifizieren". Was in ein gutes B2B-Angebot gehört (und was nicht) Ich mag Angebote, die klar, kurz und intern verwertbar sind. Drei Bausteine reichen, wenn sie sauber sind: Ausgangslage: Was ist heute? (Symptom + Ursache, wie ihr es verstanden habt) Zielbild: Was soll danach besser sein? (Kennzahlen, Outcome, Nutzen) Hindernisse: Warum ging's bisher nicht? (Risiken, interne Blocker, fehlende Ressourcen) Erst dann kommen Lösung, Vorgehen, Investment und nächste Schritte. So wird aus Interesse eher eine Entscheidung, statt ein "Wir prüfen mal". Und ja: Eine saubere Bedarfsermittlung macht genau diesen Unterschied. Die stärkste Angebotsfrage überhaupt Wenn du nur eine Frage vor dem Angebot stellst, dann diese, weil sie alles fokussiert: "Was muss im Angebot stehen, damit Sie entscheiden können?" Damit baust du nicht dein Lieblingsangebot, sondern das Angebot, das intern durchkommt. KI-Boost: So machst du Bedarfsermittlung schneller und sauberer Fast alle Calls sind online, und das ist eine Chance, wenn du sie sauber nutzt. Mit Einwilligung kannst du Transkripte verwenden, sodass du besser zuhörst und trotzdem alles sauber dokumentierst. Gerade bei Stakeholdern hilft das, weil du Aussagen besser zuordnen kannst und schneller Entscheider identifizieren kannst. Transkript aktiv einschalten (und dadurch besser zuhören) "Ich würde gern das Transkript einschalten, damit ich Ihnen noch besser zuhören kann. Ist das für Sie okay?" Wichtig: Hol dir immer eine klare Zustimmung und beachte eure Regeln, weil Vertrauen die Basis ist. Wenn der Kunde nein sagt, ist das okay, und dann schreibst du klassisch mit. Vom Gespräch direkt ins Angebot (ohne Copy-Paste-Hölle) Mit einem sauberen Protokoll baust du in Minuten: Zusammenfassung in 7 Zeilen (Problem, Ursache, Impact, Ziel, Timeline) Decision Map (wer, wann, wie, womit) Risiken & Einwände (und wie du sie im Angebot vorweg nimmst) Das spart Zeit, und es reduziert Missverständnisse, sodass deine Bedarfsermittlung nicht nur schneller wird, sondern auch stabiler. Sales-Training als "Flugsimulator": schneller besser werden Ich liebe das Bild: Im Flugsimulator darfst du Fehler machen, während du im echten Flugzeug besser keine machst. Genau so ist Vertrieb, weshalb du Discovery und Decision Map trainieren solltest, bevor du Einwände übst. Und im Training kannst du gezielt üben, wie du den Entscheider identifizieren-Teil sauber, ruhig und ohne Druck formulierst. Quick Takeaways: Die wichtigsten Punkte zur Bedarfsermittlung Bedarfsermittlung gewinnt, wenn Problem, Impact und Entscheidungsweg glasklar sind. Geh vom Symptom zur Ursache, und mach danach den Impact in Euro, Zeit oder Risiko sichtbar. Kläre ein Critical Event, sonst gewinnt der Status quo, obwohl alle nicken. Baue eine Decision Map: Kriterien, Prozess, Rollen und Risiko-Träger. Entscheider identifizieren ist kein "später", sondern Teil der Bedarfsermittlung. Nutze den Konditionalabschluss, damit du Klarheit bekommst und nicht rätst. Mach dein Angebot zum Entscheidungsdokument, damit es intern funktioniert. Anleitung: Bedarfsermittlung im B2B in 9 Schritten (Discovery-Checkliste) So führst du Gespräche, die Problem, Impact und Entscheider sauber klären, damit eine Entscheidung möglich wird – und zwar ohne Präsentations-Falle und ohne endlose Follow-ups. Das ist Bedarfsermittlung, die im Alltag funktioniert. Eröffnung mit Erwartungsmanagement Sag kurz, wie ihr vorgeht: erst Kontext und Ziele, dann Entscheidungsweg und nächste Schritte – Demo später (wenn nötig). Symptom verstehen Lass den Kunden erzählen, und frag nach Beispielen, bevor du Lösungen ansprichst. Ursache finden Frag nach dem "Warum", und klär gleichzeitig, was bisher versucht wurde. Impact quantifizieren Euro, Zeit oder Risiko, damit Dringlichkeit entsteht und Entscheidungen logisch werden. Decision Map aufbauen Kriterien, Prozess und Rollen klären, damit du nicht rätst, sondern den Entscheider identifizieren kannst. Critical Event klären Bis wann muss was stehen, und was passiert, wenn nicht? Echten Entscheider identifizieren Frag nach Budget- und Freigaberechten, und klär, wer final "Ja" sagt. Ziel: Entscheider identifizieren statt hoffen. Entscheider-Test setzen Nutze eine klare Frage, damit du weißt, ob ihr wirklich vorankommt. Nächste Schritte verbindlich machen Termine, Verantwortliche und Deliverables festlegen, damit es nicht im Sande verläuft. FAQ: Häufige Fragen zur Bedarfsermittlung im B2B Was bedeutet Bedarfsermittlung im B2B? Bedarfsermittlung bedeutet, dass du Symptom, Ursache und Impact klärst und zusätzlich Entscheidungsweg und Rollen im Buying Center sichtbar machst, damit der Kunde intern entscheiden kann. Warum ist "Entscheider identifizieren" so wichtig? Weil viele Deals nicht am Produkt scheitern, sondern daran, dass niemand final verantwortlich ist. Wenn du den Entscheider identifizieren kannst, werden nächste Schritte klarer, und Entscheidungen fallen schneller. Wie frage ich den Entscheidungsprozess ab, ohne unangenehm zu wirken? Nutze eine Schutz-Formulierung wie: "Damit ich Ihnen nichts Falsches baue: Wie wird so eine Entscheidung bei Ihnen typischerweise getroffen?" Das wirkt professionell, weil es Klarheit schafft. Welche Fragen machen die Bedarfsermittlung besser? Fragen zu Impact und Dringlichkeit ("Was kostet das pro Monat?", "Warum jetzt?") und Fragen zur Decision Map ("Wer muss zustimmen?", "Woran wird entschieden?"). Wie nutze ich KI, ohne dass es komisch wirkt? Hol dir eine klare Zustimmung für Transkript/Mitschrift, erkläre den Nutzen ("damit ich besser zuhören kann"), und halte dich an eure Datenschutzregeln. Dann wird es normal und hilfreich.

Success does not eliminate pressure. It often multiplies it.Once you experience a win, the fear shifts from “what if I fail?” to “what if I can't do it again?” In this episode, I unpack why success can feel heavier than failure, how emotional attachment to outcomes distorts clarity, and why many people end up running in place even while working hard.We explore how open loops, unfinished commitments, and mental clutter quietly drain focus, energy, and momentum. I share why learning to detach emotionally from outcomes is not about becoming numb or disconnected, but about creating enough objectivity to take better action. When everything feels personal, every fluctuation feels like failure.You'll learn how to:Detach your identity from results so one miss doesn't spiral into self-doubtClose open loops that create constant mental taxationCut through noise, distractions, and unnecessary commitmentsSay no with intention so yes actually means somethingMeasure progress beyond a single KPI or narrow definition of successBuild systems, structure, and infrastructure that support sustainable growthWe also talk about why sustainability must come before scalability, how discipline fills the gap when motivation fades, and why progress often comes from doing less, more intentionally, instead of chasing everything at once.This episode is a reminder that clarity creates momentum, simplicity creates leverage, and consistent execution is what turns intention into real results.Close the loops. Cut the noise. Get to work.Beyond The Episode Gems:Subscribe To My New Weekly LinkedIn Newsletter: Strategize. Market. Grow.Buy My Book, Strategize Up: The Blueprint To Scale Your Business: StrategizeUpBook.comDiscover All Podcasts On The HubSpot Podcast NetworkGet Free HubSpot Marketing Tools To Help You Grow Your Business Grow Your Business Faster Using HubSpot's CRM PlatformSupport The Podcast & Connect With Troy: Rate & Review iDigress: iDigress.fm/ReviewsFollow Troy's Socials @FindTroy: LinkedIn, Instagram, Threads, TikTokSubscribe to Troy's YouTube Channel For Strategy Videos & See Masterclass EpisodesNeed Growth Strategy, A Keynote Speaker, Or Want To Sponsor The Podcast? Go To FindTroy.com 

Stuck waiting for your platform's marketplace to send you your next lead? In this episode, I break down the three traps that keep SaaS partners grinding on low-margin implementations, and what happened when a Monday.com partner finally made the WHO and WHAT decisions he'd been avoiding. We dig into how he went from competing on price with thousands of other partners to closing his biggest deal ever by selling outcomes instead of configurations. If you're a Salesforce, Zoho, or HubSpot partner who's tired of being at the mercy of algorithm changes, this one shows you what it looks like to own your pipeline.Resources and LinksApply for a Multiplier CallPrevious episode: 654 - How to Build Automations That Actually Scale With Your Business with Jared WeissCheck out more episodes of the Paul Higgins PodcastSubscribe to our YouTube channel: @PaulHigginsMentoringJoin our newsletterSuggested resources

The proximity of God to a man has unique & quantifiable signatures that certify His presence with that man. His nearness is no respecter of persons, nor does it regard the present situation of the man. Divine nearness brings peculiarity, births competence, and draws a clear distinction between that man and others. His nearness brings hope, inspires faith, and crystallises love even in the lowest & harshest situations of the man. Be blessed as you listen. 

Sunday PM - Mark

Find out your Hype Type with the Hype Type Revealer on the FCA InvestSmart website. Become a smarter investor today: https://www.fca.org.uk/investsmart

On this Thursday edition of Sid & Friends in the Morning, Sid recaps Bruce Blakeman, the Nassau County Executive, discussing his run for the Governor of New York and addressing criticisms on the morning show yesterday, before he dives into the Federal Reserve cutting interest rates for the third time in a year amid internal disagreements and an uncertain economic outlook post-COVID-19 pandemic, President Trump's disapproval rating regarding cost of living issues and inflation, the firing of Michigan's head football coach Sherrone Moore for an inappropriate relationship and subsequent assault investigation, and Major League Baseball trades include Pete Alonso moving to the Baltimore Orioles after contract negotiations with the New York Mets never came to fruition, indicating a significant team shift in Queens. Bill O'Reilly, Brian Kilmeade, Joe Benigno, Nancy Mace & Scott LoBaido join Sid on this Friday-eve installment of Sid & Friends in the Morning. Learn more about your ad choices. Visit megaphone.fm/adchoices

When you walk into the C-suite, everything about selling changes. This episode unpacks why traditional pitching falls flat - and why outcome-based selling is the strategy that separates trusted partners from everyone else. In this conversation, Harry Kendlbacher sits down with Ed See, Chief Growth Officer at Zeta Global, to break down the mindset shift sellers must make when engaging senior decision makers. From consultative selling, sales curiosity, and the courage to drop your own agenda, to the rising role of AI in sales and navigating enterprise buying groups - this episode gives you a complete framework for modern executive selling.

Zack Reneau-Wedeen is the Head of Product at Sierra, leading the development of enterprise-ready AI agents — from Agent Studio 2.0 to the Agent Data Platform — with a focus on richer workflows, persistent memory, and high-quality voice interactions.How Sierra Does Context Engineering, Zack Reneau-Wedeen // MLOps Podcast #350Join the Community: https://go.mlops.community/YTJoinInGet the newsletter: https://go.mlops.community/YTNewsletter// AbstractSierra's Zack Reneau-Wedeen claims we're building AI all wrong and that “context engineering,” not bigger models, is where the real breakthroughs will come from. In this episode, he and Demetrios Brinkmann unpack why AI behaves more like a moody coworker than traditional software, why testing it with real-world chaos (noise, accents, abuse, even bad mics) matters, and how Sierra's simulations and model “constellations” aim to fix the industry's reliability problems. They even argue that decision trees are dead, replaced by goals, guardrails, and speculative execution tricks that make voice AI actually usable. Plus: how Sierra trains grads to become product-engineering hybrids, and why obsessing over customers might be the only way AI agents stop disappointing everyone.// Related LinksWebsite: https://www.zackrw.com/~~~~~~~~ ✌️Connect With Us ✌️ ~~~~~~~Catch all episodes, blogs, newsletters, and more: https://go.mlops.community/TYExploreJoin our Slack community [https://go.mlops.community/slack]Follow us on X/Twitter [@mlopscommunity](https://x.com/mlopscommunity) or [LinkedIn](https://go.mlops.community/linkedin)] Sign up for the next meetup: [https://go.mlops.community/register]MLOps Swag/Merch: [https://shop.mlops.community/]Connect with Demetrios on LinkedIn: /dpbrinkmConnect with Zack on LinkedIn: /zackrw/Timestamps:[00:00] Electron cloud vs energy levels[03:47] Simulation vs red teaming[06:51] Access control in models[10:12] Voice vs text simulations[13:12] Speaker-adaptive turn-taking[18:26] Accents and model behavior[23:52] Outcome-based pricing risks[31:40] AI cross-pollination strategies[41:26] Ensemble of models explanation[46:47] Real-time agents vs decision trees[50:15] Code and no-code mix[54:04] Goals and guardrails explained[56:23] Wrap up[57:31] APX program!

S/o to Jasmine for being a guest and sharing this space with me. This was an amazing conversation that I truly feel has something for everyone. We talked about Task/Outcome, from understanding what brings real fulfillment, to removing the noise, and honoring what purpose actually requires from you. We dug into procrastination, how delay shows up, and the editable emotions that rise when you're finally doing the work. Check it out and share it with a friend.

Dave LaGreca & Bully Ray break down L.A. Knight's appearances on Monday Night Raw and explain why what happened to him is best for business. To visit our partners at Chewy, click here. The Master's Class is now available on its own podcast feed! SUBSCRIBE NOW to hear over 50 episodes of Dave, Bully, Mark, and Tommy taking you behind the scenes like only they can, plus BRAND NEW episodes every week. Subscribe to SiriusXM Podcasts+ to listen to new episodes of Busted Open ad-free and get exclusive access to bonus episodes. Start a free trial now on Apple Podcasts or by visiting siriusxm.com/podcastsplus. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

12.9.25, Kevin Sheehan goes around the NFL to recap the Sunday slate of games in week 14.

 Master the "tone, intent, outcome" framework and build trust through vulnerability to navigate your most difficult conversations at work and become a better leader. You've mastered the fundamentals of negotiation in Women's Leadership Success 153 ( part I). Now it's time to tackle the conversations that keep you up at night: the confrontation with an angry stakeholder, the politically charged discussion dividing your team, the compensation negotiation where everything is on the line, or the feedback conversation that could make or break a critical relationship. This discussion former Scotland Yard negotiator Scott Walker  reveals advanced strategies that separate good leaders from exceptional ones. These are the frameworks used when hostages' lives hung in the balance‚ adapted specifically for the high-stakes leadership challenges women executives face every day. Building on the Foundation Effective difficult conversations at work require mastering several core principles: reframing negotiation as a conversation with purpose, managing emotional hijacking through behavioral change indicators, listening at deeper levels to understand emotion and perspective, asking questions rather than making statements, preparing thoroughly using systematic frameworks, and seeking practice opportunities with challenging people. Now we build on that foundation with advanced strategies for the conversations that truly test your leadership capacity. Understanding Their World: The Foundation of Influence You Cannot Influence Someone You Don't Understand A principle that transforms how women leaders approach difficult conversations at work: You can't influence somebody unless you already know what influences them. You're wasting your time. It's the height of arrogance, and you're not really going to succeed long-term anyway. This isn't about manipulation‚ it's about genuine understanding. To truly influence someone, you must understand their beliefs and values, decision-making rules and criteria, primary emotional drivers, how they see the world and their place in it, and what human needs they're trying to meet. The Only Path to This Understanding: Deep Listening Most people think they're excellent listeners, yet often go through the motions without truly engaging. Being on the receiving end when someone is thinking about a million other things feels infuriating and dismissive. The Critical Truth About Listening in Difficult Conversations No one has ever listened themselves out of a job or a relationship. This simple truth carries profound implications for women leaders navigating difficult conversations at work. Deep listening doesn't diminish respect, authority, or influence‚ it amplifies all three. The 5 Levels of Listening for Difficult Conversations Levels 1-3: Surface Listening (Where Most Leaders Get Stuck) Level 1: Distracted Listening Nodding while mentally planning your rebuttal or thinking about other priorities. The other person immediately senses your lack of genuine engagement, trust erodes, resistance increases, and resolution becomes impossible. Level 2: Rebuttal Listening Waiting for them to finish so you can explain why they're wrong. You're not actually processing their perspective, just defending your own. Both parties dig into entrenched positions and the conversation becomes adversarial. Level 3: Logic-Only Listening Focusing solely on facts, data, and logical arguments while ignoring emotions. Most difficult conversations at work are driven by emotional needs, not logical disagreements. You address surface issues while core concerns remain unresolved. Levels 4-5: Transformational Listening Level 4: Listening for Emotion What emotions are driving this person's position? Fear? Frustration? Feeling undervalued? Anxiety about change? Notice emotional shifts and acknowledge them without judgment. Saying "It sounds like this situation is really frustrating for you..." creates connection. Level 5: Listening for Point of View Ask yourself: "Why is this person telling me these specific words RIGHT NOW?" Seek the underlying human needs and deeper motivations beneath the surface position. The presenting issue is rarely the real issue it's usually two to six levels deeper. The Real Issue is Never the Presenting Issue When dealing with kidnappers, they wanted money‚Äîbut it wasn't just about the money. They wanted to save face, to feel like they were in control, to feel significant. If negotiators had only focused on money while ignoring these deeper needs, hostages would have died. In corporate environments, 80% of time on kidnapping cases was spent dealing with internal politics‚Äîwhat's called "the crisis within the crisis." In difficult conversations at work, competing egos and siloed thinking often create more obstacles than the actual business challenge. When your team member asks for a raise, the real issue might be feeling undervalued compared to peers, concern about supporting their family, fear of falling behind in their career, desire for recognition of contributions, or worry that you don't see their potential. The Breakthrough Question: "Why is this person telling me this specific message right now? What underlying human need are they trying to meet?" This transforms you from a transactional negotiator into a strategic influencer. The "Tone, Intent, Outcome" Framework for Preparation Systematic Approach to Difficult Conversations Before any high-stakes conversation, explicitly define three elements. This framework transforms anxiety-inducing difficult conversations at work into strategic opportunities. Component 1: TONE What emotional atmosphere do you want to create? Your tone choice sets the entire trajectory. Consider whether you want collaborative versus confrontational, curious versus defensive, respectful versus dismissive, or calm versus urgent energy. Example scenarios: - Feedback conversation: Supportive, direct, developmental - Conflict resolution: Calm, curious, non-judgmental - Negotiation: Collaborative, firm, professional - Political discussion: Open, respectful, genuinely curious Component 2: INTENT What is your genuine purpose for this conversation? This must be your authentic intent, not a manipulative cover story. Genuine intent includes understanding their perspective fully before sharing yours, finding a solution that works for both parties, repairing a relationship while addressing the issue, setting clear boundaries while maintaining respect, or advocating for your needs without damaging connection. Research from Darden Business School shows that women who approach negotiations with clear, authentic intent focused on mutual benefit achieve better outcomes than those using aggressive tactics. Your genuine intent will show up in your words, tone, and body language. Component 3: OUTCOME What does success look like? Be specific about what needs to be different after this conversation, what specific agreements or commitments you need, what would represent a win-win scenario, and what's your walk-away point. The Power of This Framework: When you explicitly define Tone, Intent, and Outcome before difficult conversations at work, you reduce anxiety through clarity, avoid emotional hijacking by anchoring to your intention, recognize when you're off-track and can self-correct, and can evaluate afterward whether you achieved your goals. Practical Exercise Think about a challenging conversation you need to have this week. Write down your desired tone, authentic intent, and successful outcome. Evaluate whether your intended tone aligns with your authentic intent and whether your desired outcome reflects a win-win possibility. Building Trust Through Tactical Empathy The Paradox of Vulnerability in Leadership One of the most powerful techniques for difficult conversations at work seems counterintuitive: demonstrating vulnerability and acknowledging the other person's perspective even when you completely disagree. The Technique: Emotional Labeling + Paraphrasing This specific formula includes three steps: label the emotion you're observing using phrases like "It looks like..." "It sounds like..." "It feels like...", paraphrase their complete perspective as if the words were coming from their mouth, including their emotional state, concerns, and interpretation, then pause and wait for confirmation or correction. Example Application: "You seem really angry with my behavior in this deal. This is taking a long time, you feel like I haven't really delivered on what I said I was gonna do, you feel as if I'm just taking you for granted and your goodwill for granted here, and actually you probably don't have much trust left in me being able to follow through and completing this on time." Notice what's happening here: demonstrating complete understanding of their perspective without defending, justifying, or explaining, making their emotional experience visible and valid, and waiting for their response before proceeding. Why This Transforms Difficult Conversations at Work You might think they're completely wrong and seeing things from a misguided viewpoint. That doesn't matter at this point. When you accurately reflect someone's perspective, one of two responses occurs: Response A: "Yes! You've hit the nail on the head. That's exactly it." They feel seen and heard, defensive walls come down, and real conversation can begin. Response B: "No, no, no, that's not it. It's actually this..." You're getting better data about what's really going on, moving closer to the real issue. Either way, you're gaining valuable information while the other person feels understood. The Neuroscience Behind This Technique When someone feels genuinely understood, their amygdala (threat detection system) calms down, allowing the prefrontal cortex (rational thinking) to engage.

I sat down with Tusar Barik, the SVP of Marketing at the New York Times, who's just past his first year in this newly created role. We explored how the Times has transformed from a traditional newspaper into a multifaceted media company spanning news, games, podcasts, cooking, sports, and more. Tusar leads a comprehensive team managing everything from measurement and data insights to product marketing, editorial advertising opportunities, and traditional communications. What struck me most was learning that the Times now reaches over 150 million registered users with 50 to 100 million weekly engagers, seeing the highest growth among Gen Z adults and audiences in the Midwest and South. The digital advertising business delivered over 20% year-over-year growth, proving that quality journalism and a direct relationship with readers creates a powerhouse advertising platform.We dove deep into how the Times is meeting consumers where they are through video-forward strategies, producing over 75 hours of professional video monthly and transforming podcasts into multimodal shows available as both audio and video. Tusar shared insights on their Brand Match generative AI product that delivers 30% improvements in both click-through rates and brand lift by intelligently matching advertiser briefs with the right content. We explored how games like Wordle have been part of the Times' DNA since the 1940s crossword, how The Daily creates deeply personal connections with millions, and why the Times sees itself as a solar system with news at the center. The conversation revealed a company that's successfully balanced subscription-first strategy with a thriving advertising business by staying true to its mission while innovating how it reaches and serves audiences._______________________________________________Key Highlights

What if the most important person in your life handed you their most powerful peer group and said "yes you can" when you were certain you couldn't? In this episode, Natalie Michael, executive coach and CEO Forum Chair with 20 years of experience guiding leaders through transitions, shares her journey from psychology studies and consciousness research to becoming the person who holds space for some of the most powerful entrepreneurs in Canada. After riding the .com boom from 2 million to 30 million in four years with no outside venture capital, Natalie learned what she loved and what exhausted her about the entrepreneurial journey, forcing her to dig deep into who she was and what she wanted. From her first CEO client (who shocked her by saying yes) to the moment the founder of McKay Forums handed her a peer group filled with billion-dollar CEOs and told her "yes you can" when she was certain she couldn't, Natalie's story reveals the power of someone seeing your potential before you do. Through her work as a Tiger 21 chair and coaching founders through exits worth hundreds of millions, she's witnessed that the people who get there with their spirit intact aren't driven by money, but by contribution, challenge, and a deep understanding of what really matters. Natalie shares why "the money is the outcome" but the journey is everything, how one entrepreneur taught her that "home is where my wife is," and why she's learning to build a life she never wants to retire from through silent weekends and putting her needs on the calendar first.   [00:04:35] The Journey: From Psychology to CEO Transitions Studied psychology with deep interest in consciousness studies, mindset, brain, spirituality, and how they all intersect Through that process realized what she loved and what exhausted her about entrepreneurial journey Had to do soul searching to figure out what was more important than her options plan A lot of the journey exhausted her Had to dig deep: who am I, what do I want, how do I want this journey to look for me? [00:07:20] Witnessing the Journey: Money as Outcome, Not Driver Has ringside seat to the journey through clients she serves Number of clients have had hundred million dollar exits People who get there with their spirit intact are driven not by money They're driven by sense of contribution and challenge, and often a restlessness Didn't understand this earlier but witnesses it the higher up she gets in entrepreneurial space [00:08:18] What Natalie Does: Supporting CEOs at Crossroads Supports founders and CEOs to figure out what's next Looking at how the CEO role does or doesn't fit into that How founder or CEO needs to support that process All the nuances, politics, and emotions that go along with it [00:09:21] The Arc: Moving Up, In, or Out of the C-Suite Works with people trying to become a CEO (moving up into C-suite) With demographics right now, a lot of people thinking about moving out One client was so stressed about his business he sold off locations in almost a fire sale because he couldn't deal anymore [00:11:04] Results That Matter: The Art of Each Client Doesn't associate results with being proud More about the acknowledgment the client provides as they move through the experience When you get to this level with people, you're in each other's circle of trust Like a deep friend from high school: might not talk every day, but when you do, you pick up where you left off [00:12:43] The Timeline: 15 Years of Building This Work Doing this work in various forms for about 15 years Real focus and commitment to CEO transitions as the focus and CEO Next Chapter has been about seven years [00:15:52] The Relationship That Changed Everything: "Yes You Can" Looked at the bios: one running a billion dollar company, one running huge Crown Corporation, one was top entrepreneur "I cannot do this. No way" Founder looked at her and said: "Yes you can. No one's better than you. I totally have faith. You can do this" Combined founder's faith in her with her own personal development around holding space for powerful people That's what her whole career's been built on [00:19:58] The Entrepreneur Who Taught Her What Matters Through that experience, been exposed to people who continue to inspire her Fortunate in her forum to have a man who on paper is one of the most successful entrepreneurs in Canada Built multiple businesses, highly successful, has a foundation So rooted in his family and his love of a challenge as being his driver When you see someone like that behave like that, it gives you permission to put that stuff first [00:24:45] The Tiger 21 Reality: Life After the Exit Work as Tiger 21 chair is "life after the exit or when you're thinking about what's next" A lot of people think those conversations are about squeezing a percentage point on investments Rented a house on an island by herself, meditated, walked in the woods every day, just found herself again Said it was really hard because she was so addicted to feeding her restless energy with action Created a clearing that allowed her to step into what was new from a new identity [00:31:15] Building a Life You Never Want to Retire From "That's kind of the thing that I hold for my clients. It's like, how do you build a life you never wanna retire from?" Reading a book called The 100 Year Life Purpose, relationships, money, and health are all catalysts for being fulfilled For Natalie: if she puts her stuff in her calendar first (things she needs to nourish herself and be healthy and engaged), that goes in first [00:33:39] Silence Weekends: Decompressing the Chatter Started playing with silence weekends, new thing in last couple years Already planning for next one Three days where she goes into the forest, has a bit of a back country experience, does it by herself Very important part of how she wants to serve and lead in the world [00:35:24] Where to Find Natalie & CEO Next Chapter Website: ceonextchapter.com (very easy to remember) "That's essentially the essence of what we do in the world" Thanks Kevin for doing his work in the world and inviting her Inspiring to her, both the question he asked and the choice he made in his own work to focus on relationships   KEY QUOTES "I had value. I add value, I'm adding value, I'm adding value. Listen to add value, listen to add value." - Natalie Michael's mantra "The money is the outcome... but oftentimes the people who get there with their spirit intact, they're driven not by the money. They're driven by a sense of contribution and challenge, and often restlessness." - Natalie Michael "Each time I get a client, it's like a little piece of art. It's my art. And so it's more about the relationship we have as we go through it. That is what is deeply gratifying." - Natalie Michael CONNECT WITH NATALIE MICHAEL 

In this episode of Behind the Knife, the minimally invasive surgery (MIS) team dives deep into the evolving field of common bile duct exploration (CBDE). From the historical context of laparoscopic approaches to the latest advances including robotic-assisted techniques, Drs. Shaina Eckhouse, James Jung, Zachary Weitzner, and Joey Lew discuss key evidence shaping modern practice. Listeners will learn about indications and anatomy guiding trans-cystic versus trans-choledochal approaches, practical tips for safe stone clearance, and critical considerations around learning curves and team coordination for robotic procedures. The episode also highlights important studies comparing single-stage laparoscopic CBDE with staged ERCP and cholecystectomy, emphasizing outcomes such as stone clearance, pancreatitis rates, and hospital length of stay. This comprehensive overview is a must-listen for MIS and acute care surgeons interested in optimizing the management of choledocholithiasis and streamlining patient care with minimally invasive techniques. Hosts:  - Shaina Eckhouse, MD, Bariatric Surgery Medical Director and Vice Chair of Clinical Operations, Department of Surgery, Duke University - James Jung, MD, PhD, Assistant Professor of Surgery, Duke University - Zachary Weitzner, MD, Minimally Invasive and Bariatric Surgery Fellow, Duke University, @ZachWeitznerMD - Joey Lew, MD, MFA, Surgical resident PGY-3, Duke University, @lew__actually Learning Goals:  By the end of this episode, listeners will be able to: -  Describe the historical approaches to managing choledocholithiasis, including staged interventions and the evolution toward single-stage laparoscopic common bile duct exploration (CBDE). -  Summarize key clinical evidence comparing CBDE and ERCP, including landmark studies and meta-analyses evaluating outcomes, complications, and trends over time.​ - Distinguish between transcystic and transcholedochal approaches to CBDE, explaining indications, contraindications, and technical nuances for each technique.​ -  Identify appropriate candidates for transcystic exploration based on cystic duct anatomy and stone characteristics.​ - Recognize the impact of newer surgical technologies—such as digital choledochoscopy, Spyglass, and robotic platforms—on CBDE practice, efficiency, and safety.​ - Discuss the importance of multidisciplinary teamwork, preparation, and perioperative planning for successful CBDE, particularly in complex or altered anatomy cases.​​ - Appraise the learning curve and quality of evidence for new CBDE procedures, outlining the need for mentorship, ongoing training, and knowing when to collaborate with GI or hepatopancreaticobiliary (HPB) surgery.​ - Outline approaches and bailout strategies for challenging cases, including patients with surgically altered anatomy and use of adjuncts such as intraoperative cholangiography (IOC), feeding tube placement, and Fanelli stents.​​ - Evaluate safety outcomes and limitations associated with robotic-assisted CBDE and single-stage management, incorporating recent data from population-based studies.​ -  Reflect on strategies for tailoring CBDE techniques to individual patient anatomy, surgeon experience, and available resources, advocating for evidence-based practice and continuous learning. References: -  Giurgiu DI, Margulies DR, Carroll BJ, et al. Laparoscopic Common Bile Duct Exploration: Long-term Outcome. Arch Surg. 1999;134(8):839-844. doi:10.1001/archsurg.134.8.839 https://pubmed.ncbi.nlm.nih.gov/10443806/ -  Lyu Y, Cheng Y, Li T, Cheng B, Jin X. Laparoscopic common bile duct exploration plus cholecystectomy versus endoscopic retrograde cholangiopancreatography plus laparoscopic cholecystectomy for cholecystocholedocholithiasis: a meta-analysis. Surg Endosc. 2019;33(10):3275-3286. doi:10.1007/s00464-018-06613-w https://pubmed.ncbi.nlm.nih.gov/30511313/ - Bekheit M, Smith R, Ramsay G, Soggiu F, Ghazanfar M, Ahmed I. Meta‐analysis of laparoscopic transcystic versus transcholedochal common bile duct exploration for choledocholithiasis. BJS Open. 2019;3(3):242-251. doi:10.1002/bjs5.50132 https://pubmed.ncbi.nlm.nih.gov/31183439/ - Cironi K, Martin MJ. Reclaim the duct! Laparoscopic common bile duct exploration for the acute care surgeon. Trauma Surg Acute Care Open. 2025;10(Suppl 1). doi:10.1136/tsaco-2025-001821 https://pubmed.ncbi.nlm.nih.gov/40255986/ - Zhang C, Cheung DC, Johnson E, et al. Robotic Common Bile Duct Exploration for Choledocholithiasis. JSLS J Soc Laparosc Robot Surg. 2025;29(1):e2024.00075. doi:10.4293/JSLS.2024.00075 https://pubmed.ncbi.nlm.nih.gov/40144383/ - Kalata S, Thumma JR, Norton EC, Dimick JB, Sheetz KH. Comparative Safety of Robotic-Assisted vs Laparoscopic Cholecystectomy. JAMA Surg. 2023;158(12):1303-1310. doi:10.1001/jamasurg.2023.4389 https://pubmed.ncbi.nlm.nih.gov/37728932/ Ad Disclosure: Visit goremedical.com/btkpod to learn more about GORE® SYNECOR Biomaterial, including supporting references and disclaimers for the presented content. Refer to Instructions for Use at eifu.goremedical.com for a complete description of all applicable indications, warnings, precautions and contraindications for the markets where this product is available. Rx only  Please visit https://behindtheknife.org to access other high-yield surgical education podcasts, videos and more.   If you liked this episode, check out our recent episodes here: https://behindtheknife.org/listen Behind the Knife Premium: General Surgery Oral Board Review Course: https://behindtheknife.org/premium/general-surgery-oral-board-review Trauma Surgery Video Atlas: https://behindtheknife.org/premium/trauma-surgery-video-atlas Dominate Surgery: A High-Yield Guide to Your Surgery Clerkship: https://behindtheknife.org/premium/dominate-surgery-a-high-yield-guide-to-your-surgery-clerkship Dominate Surgery for APPs: A High-Yield Guide to Your Surgery Rotation: https://behindtheknife.org/premium/dominate-surgery-for-apps-a-high-yield-guide-to-your-surgery-rotation Vascular Surgery Oral Board Review Course: https://behindtheknife.org/premium/vascular-surgery-oral-board-audio-review Colorectal Surgery Oral Board Review Course: https://behindtheknife.org/premium/colorectal-surgery-oral-board-audio-review Surgical Oncology Oral Board Review Course: https://behindtheknife.org/premium/surgical-oncology-oral-board-audio-review Cardiothoracic Oral Board Review Course: https://behindtheknife.org/premium/cardiothoracic-surgery-oral-board-audio-review Download our App: Apple App Store: https://apps.apple.com/us/app/behind-the-knife/id1672420049 Android/Google Play: https://play.google.com/store/apps/details?id=com.btk.app&hl=en_US

“Then Herod called for a private meeting with the wise men, and he learned from them the time when the star first appeared.” (Matthew 2:7 NLT) We can prepare our hearts for Christmas not just by reading God’s Word, but also by reflecting on it. We can celebrate the fact that Jesus’ coming fulfilled prophecies that had been announced centuries earlier. We can lean into the trustworthiness of its promises. We can anticipate the coming glory of God’s kingdom. If King Herod had reflected more on God’s Word, his story would have had a much different ending. Instead, he’s known today as the man who tried to stop the first Christmas. His efforts resulted in a spectacular failure and fall. With all his wealth and power, he came to complete ruin. Historical writings tell us that in the final year of his life, his body was infected with disease. Ironically, Herod pretended to be a worshipper. He said to the wise men, “Go to Bethlehem and search carefully for the child. And when you find him, come back and tell me so that I can go and worship him, too!” (Matthew 2:8 NLT). Yet Herod was a false worshipper. There are people like him today. They say they believe in God, but they live a life that contradicts what the Scriptures teach. Herod wanted to be the king of his own life, but he really was a slave. He ended up being not the King of the Jews but the king of fools. Herod ended up on the ash heap of history like dictators before and after him, reminding us that those who live wicked lives eventually will reap what they sow. Adolf Hitler went into his bunker and shot himself as his nation crumbled around him. Saddam Hussein was found hiding in a hole and was eventually executed by his own people. Muammar Gaddafi was hunted down by his own people, beaten, and shot to death. All those who blaspheme God, fight with God, or try to stop the work of God eventually will fail. Yet God’s Word and His plan ultimately will prevail. Philippians 2:9–10 says, “Therefore, God elevated him to the place of highest honor and gave him the name above all other names, that at the name of Jesus every knee should bow, in heaven and on earth and under the earth” (NLT). The glorification of Jesus is as inevitable as His birth. God gives us a choice. We can humble ourselves, submit to Christ, and enjoy His blessings. James endorsed this option. “Humble yourselves before the Lord, and he will lift you up in honor” (James 4:10 NLT). So did Peter. “So humble yourselves under the mighty power of God, and at the right time he will lift you up in honor” (1 Peter 5:6 NLT). Or we can be humbled. One day, everyone—every man, every woman, every believer, and every nonbeliever—will bow before Jesus Christ. It’s inevitable. Reflection question: How can you elevate Christ in the way you live, the choices you make, and the things you prioritize? Discuss Today's Devo in Harvest Discipleship! — The audio production of the podcast "Greg Laurie: Daily Devotions" utilizes Generative AI technology. This allows us to deliver consistent, high-quality content while preserving Harvest's mission to "know God and make Him known." All devotional content is written and owned by Pastor Greg Laurie. Listen to the Greg Laurie Podcast Become a Harvest PartnerSupport the show: https://harvest.org/supportSee omnystudio.com/listener for privacy information.

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Goldman Sachs announcing a plan to buy Innovator Capital Management for $2B. We get the inside perspective on where else that deal could take them… and how those types of funds of being employed more and more within the marketplace.    Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Horn Effect and Autism – Don't Lose You in Counselling Training In Episode 358 of the Counselling Tutor Podcast, your hosts Rory Lees-Oakes and Ken Kelly explore this week's three topics: Firstly, in ‘Ethical, Sustainable Practice', we discuss letting go of the outcome in counselling - why embracing client autonomy matters. Then in ‘Practice Matters', Rory speaks with Paula Jones about the Horn Effect and autism - how unconscious bias can shape perceptions of neurodivergent individuals. And finally, in ‘Student Services', Rory and Ken explore not losing yourself in counselling training - staying authentic while growing through your studies. Letting Go of the Outcome in Counselling [starts at 03:18 mins] In this section, Rory and Ken explore how holding on to an expected outcome can compromise client autonomy and therapeutic presence, highlighting the importance of letting go of the outcome in counselling. Key points discussed include: Fixating on a client's outcome may cause the therapist to override the client's direction or autonomy. Therapy is not linear - clients may change goals or progress in unexpected ways. The BACP and NCPS frameworks emphasise client autonomy and non-directive practice. Supervisors play a key role in helping counsellors identify when they're steering the process. Letting go involves being mindful, present, and trusting the client's self-directed journey. Progress may be subtle or delayed; the therapist's role is to offer presence, not direction. The Horn Effect and Autism [starts at 28:48 mins] In this week's ‘Practice Matters', Rory speaks with Paula Jones, a neurodivergent leadership consultant and coach, about the Horn Effect and how unconscious bias impacts perceptions of neurodivergent clients. Key points from this conversation include: The Horn Effect is a cognitive bias where one perceived negative trait skews the entire perception of a person. Neurodivergent individuals often experience quick, unjustified judgements in professional and social settings. Misunderstandings can arise from masking, directness, or non-normative behaviours. Paula highlights the need for neurodivergent-sensitive intake processes and safe, accepting therapeutic spaces. Therapists should be aware of their own unconscious biases and create space for clients to be themselves. The interview includes powerful personal experiences and practical suggestions for inclusive practice. Don't Lose You in Counselling Training [starts at 58:43 mins] In this section, Rory and Ken explore how training can challenge students' sense of self and how to stay grounded through the process. Key points include: Students may feel they need to become someone else to be a good counsellor. Counselling training can feel intense - it's important to maintain perspective. True personal growth enhances who you are rather than replacing your identity. Authenticity is key - it's okay to be yourself and still be professional. Supervision and personal therapy support students in processing and integrating their development. Sarah Henry joins to share insights on navigating authenticity and maintaining your core self during training. Links and Resources Counselling Skills Academy Advanced Certificate in Counselling Supervision Basic Counselling Skills: A Student Guide Counsellor CPD Counselling Study Resource Counselling Theory in Practice: A Student Guide Counselling Tutor Training and CPD Facebook group Website Online and Telephone Counselling: A Practitioner's Guide Online and Telephone Counselling Course

In the sixth installment of the "Becoming the Protégé" series on Power Producers Shop Talk, host David Carothers speaks with contestant Jacob Brawner of Brawner Insurance, based in Iowa and serving the Midwest. Jacob shares his unconventional path from being a teacher to joining his family's agency, originally focused on crop insurance. The conversation highlights Jacob's educational background as a key asset in his sales process, allowing him to patiently teach clients rather than just sell to them. They also discuss the importance of detaching from the outcome, the value of building a consistent pipeline, and how Jacob plans to leverage the mentorship and networking opportunities within The Protégé to accelerate his agency's growth. Key Highlights: From the Classroom to Commercial Insurance Jacob Brawner explains his transition from teaching to insurance, driven by a desire to continue his father's legacy after his brother purchased the agency. He discusses the steep learning curve of moving from a specialized crop insurance focus to a broader commercial portfolio and how his teaching background gives him a unique advantage in educating clients. Sales as an Educational Process David and Jacob dive into the philosophy that sales is actually education. They agree that taking the time to explain the "why" behind coverages, renewal processes, and loss runs builds trust and leads clients to ask the right questions, ultimately making the sale a natural conclusion rather than a high-pressure pitch. Detaching from the Outcome & Pipeline Strategy The conversation emphasizes the power of detaching from the outcome. David shares his mindset that he enters every meeting already in the "worst-case scenario" (not having the account), so there is only upside. They discuss the critical need for a robust pipeline to remove the desperation from sales, allowing producers to walk away from bad fits and focus on long-term relationships. The Power of Mentorship and Networking Jacob expresses his excitement for the mentorship aspect of The Protégé, noting that the Friday mentor calls alone are "priceless." He shares how the competition has already accelerated his growth and connected him with industry leaders, reinforcing David's point that the real victory lies in the process and the network built, not just the final prize. Identifying the Competition in Protege When asked who he sees as his stiffest competition, Jacob points to Aaron from the Carlyle Agency, citing their reputation as a "big deal" in the region. David offers his own take, noting that while Jacob, Joe, and Sam had the top video submissions, past seasons have shown that grit and execution often outweigh production value. Connect with: David Carothers LinkedIn Jacob Brawner LinkedIn Kyle Houck LinkedIn Visit Websites: Power Producer Base Camp Brawner Insurance Killing Commercial Crushing Content Power Producers Podcast Policytee The Dirty 130 The Extra 2 Minutes

The notion of free will is as old as time, and it is the first deception ever given to mankind. Today most Christians believe in free will theology, but the bible does not share these views. Today we will see just what it says on this hotly contested topic. * 00:00 - Introduction * 04:28 - The Sovereignty of God* 24:56 - Does God Respect Free Will? * 46:23 - Taking Credit for the Outcome* 1:09:39 - Attitudes in the New Testament * 1:14:14 - Praying that God Takes Over * 1:21:00 - Verses Against Boasting* 1:24:22 - CHALLENGE: Free Will Verses This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.danceoflife.com/subscribe

Breaking down the results from America and Russia creating a nuclear catastrophe. Support Via Cashapp: @MarquettDavonSupport via Venmo: @MarquettDavonSupport: https://donate.stripe.com/4gM9ATgXFcRx5Tf4rw0x200Become a member: https://thesasn.com/membership-account/membership-levels/Support with Bitcoin: BTC Deposit address: 3NtpN3eGwcmAgq1AYJsp7aV7QzQDeE9uwdMy Book: https://www.amazon.com/Black-Box-Marquett-Burton/dp/0578745062https://www.gofundme.com/f/support-marquett-burtons-training-centerBook Consultation: https://cozycal.com/sasn#Marquettism #FinancialFreedom #Entrepreneurship #Marquettdavon #Wealth #FoundationalBlackAmerican #Leadership #Deen #business #relationships #money

In this episode, "The Metrics Brothers," Growth (Ray Rike) and CAC (Dave Kellogg), dive into a critical challenge for modern SaaS and AI-Native companies: accurately calculating Net Revenue Retention (NRR) in environments that utilize variable pricing models (usage-based, outcome-based, etc.).They begin by defining NRR, emphasizing its importance as a key metric and its high correlation with Enterprise Value-to-Revenue multiples.The brothers then dissect the primary challenge: the absence of traditional Annual Recurring Revenue (ARR) in non-annual contract models. They explore different proxies for ARR, including MRR x 12 and Implied ARR (Quarterly Revenue x 4), and discuss the pitfalls of each, particularly the risk of overstating annual revenue due to seasonality or significant one-time deals.Finally, they offer their preferred, cohort-based method for calculating NRR—the "Snowflake Method" or "Two-Year Look Back"—which compares the current revenue of a specific group of customers (cohort) to their revenue from a year ago. They conclude with a discussion on how this method helps dampen the "noise" and variability inherent in usage-based data when trying to measure expansion and contraction.

From 'Go Birds' (subscribe here): Eliot Shorr-Parks dives into some of the latest topics surrounding the Eagles, including the fear of a collapse like 2023 and a hypothetical that people didn't like to talk about. Then, a roundup of where the Eagles are in the NFL Power Rankings and ESP's NFC Power Rankings. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Good morning! Start your day with Go Birds! Daily, a daily Eagles podcast giving you everything you need to know for December 3rd. In today's episode Eliot Shorr-Parks dives into some of the latest topics surrounding the Eagles, including the fear of a collapse like 2023 and a hypothetical that people didn't like to talk about. Then, a roundup of where the Eagles are in the NFL Power Rankings and ESP's NFC Power Rankings. Help us raise money for TreeHouse Books and win a Zack Baun signed football by clicking ⁠HERE⁠! To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Market volatility, mindset, and investor resilience take center stage in this episode, exploring how a simple mental shift can change the way you handle financial stress. By focusing on the "good" philosophy and the formula E + R = O — Event plus Response equals Outcome — the discussion shows how investors can stay calm, think clearly, and make better long-term decisions even when markets fall or life throws unexpected challenges their way. This approach emphasizes controlling your response, looking for opportunity inside adversity, and strengthening the personal discipline that leads to smarter investing and steadier emotions. It's a practical, relatable roadmap for anyone wanting to build resilience and confidence in their financial life. Key takeaways: Use the "good" mindset to pause before reacting during market volatility Apply E + R = O to focus your energy on your response, not the event Search for opportunity in financial setbacks to strengthen long-term discipline Build resilience through consistent, intentional thinking and behavior. Read more on the blog: https://profile-financial.com/blog 

To become a follower of Jesus, visit: https://MorningMindsetMedia.com/MeetJesus (NOT a Morning Mindset resource) ⇒ TODAY'S DAILY SPONSOR: Today’s episode is provided through the generous donation of Morning Mindset listener, Deborah, In memory of her Dad, Ed. You can sponsor a daily episode of the Morning Mindset too, by going to https://MorningMindsetMedia.com/DailySponsor ➖➖➖➖➖➖➖➖➖➖ TODAY'S SCRIPTURE: 1 Peter 5:10–11 - And after you have suffered a little while, the God of all grace, who has called you to his eternal glory in Christ, will himself restore, confirm, strengthen, and establish you. [11] To him be the dominion forever and ever. Amen. (ESV) ➖➖➖➖➖➖➖➖➖➖ FINANCIALLY SUPPORT THE MORNING MINDSET: (not tax-deductible) -- Become a monthly partner: https://mm-gfk-partners.supercast.com/ -- Support a daily episode: https://MorningMindsetMedia.com/daily-sponsor/ -- Give one-time: https://give.cornerstone.cc/careygreen -- Venmo: @CareyNGreen ➖➖➖➖➖➖➖➖➖➖ FOREIGN LANGUAGE VERSIONS OF THIS PODCAST: SPANISH version: https://MorningMindsetMedia.com/Spanish HINDI version: https://MorningMindsetMedia.com/Hindi CHINESE version: https://MorningMindsetMedia.com/Chinese  ➖➖➖➖➖➖➖➖➖➖ CONTACT: Carey@careygreen.com  ➖➖➖➖➖➖➖➖➖➖ THEME MUSIC: “King’s Trailer” – Creative Commons 0 | Provided by https://freepd.com/ ***All NON-ENGLISH versions of the Morning Mindset are translated using A.I. Dubbing and Translation tools from DubFormer.ai ***All NON-ENGLISH text content (descriptions and titles) are translated using the A.I. functionality of Google Translate.

Are your expectations getting in the way of God's best? In this episode, Donna Pisani shares how to hold on to God's promises. So Good Moments: Why it's important to work on developing your confidence in Christ. How to become a lifelong learner.  How God answered one of Donna's prayers in an unexpected way.What it looks like to grow in Spiritual maturity. How to hold on to God's promises tightly and your expectations loosely. Discussion Questions: What was your favorite part of this episode? In what ways have you had to develop your confidence in Christ?Have you ever thought “I should be further along by now”? How so?What helps you trust God with the outcome when your answer to prayer isn't happening the way you expected (or on your timeline)? What is one thing you are believing God for right now? Resources: More From Donna PisaniShownotes PlusLearn more about Sisterhood Ask a QuestionAll Episodes© 2022 Be Essential Songs (BMI) / Jord A Lil Music (BMI) / Doejones20 (BMI) (admin at EssentialMusicPublishing.com). All rights reserved. Used by permission.

The impact of today's major judicial events is already being felt far and wide. This is how spook judges get favors. Fast moves are unsustainable. The domino decision. How does the Tina Peters case compare? The delay technicality will have repurcusions. No vindication involved. Do you think we are that stupid? Who has authority and how is it granted? It's either pressure, patience or a strategy. A big boomerang lull is coming. MAGA should not be pissed. Methodical, precise and stealthy. There is a real person of interest to talk about. A Harris County Jail is used to keep people quit. Witnesses, assets or liabilities. Big megaphones always rule. The time space battlefield is never defended. Intimidation will not replace legality. Comey is all over this. Non certified machines were used against Trump in 2020. Dirty money is coming in. Military stars are involved in coup planning. The AI complications trip people up. Covering up crimes creates more. Let's stop focusing on falsehoods. Imagine a merit based media. Our woman just wants to fix things. The Colorado system deserves wrecking. It kind of had to be this way. People deserve clarity, facts and a complete version of the truth. It's both a vision and a goal.