Podcasts about PL

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Bunte Holzhäuser, dicht an dicht am Wasser, dahinter ein Berg, darüber klarer Winterhimmel. Sieht aus wie die Postkarte von Norwegen. Ist aber echt. Und fast keiner ist da.Bergen, Norwegens zweitgrößte Stadt, fühlt sich an wie eine Kleinstadt. Der Trick, sie fast für sich allein zu haben, ist simpel: in der Nebensaison hinfahren. Wer macht das schon?Sich treiben lassen, statt Pläne zu machen. Die Einheimischen fragen, wo es langgeht, und ihnen einfach vertrauen, so freundlich sind sie. Sich mit Zimtschnecken aufwärmen, falls draußen mal der Regen an die Scheibe peitscht. Und sich abends mit einer Küche belohnen, mit der man nicht gerechnet hat.Das Schönste aber kommt schon vorher, auf dem Weg. Eine der spektakulärsten Zugfahrten der Welt, durch Schnee, vorbei an gefrorenen Wasserfällen und einem Norwegen wie aus dem Bilderbuch.Kommt mit nach Bergen und erlebt die Start so, wie ihr sie euch erträumt. Viel Spaß!—*Werbung: Sichere dir mit Mastercard die Chance auf bis zu 1 Million Miles & More Meilen!100 Jahre Lufthansa, 60 Jahre Mastercard - feiere mit: Zum gemeinsamen Jubiläum werden vom 1. Juli bis zum 31. Oktober 2026 jeden Monat 1 Million und 160 x 160.000 Meilen verlost! Einfach registrieren und mit etwas Glück gewinnen. Jede Mastercard Nutzung ab 1 € ist für den jeweiligen Monat der Zahlung eine neue Gewinnchance. Jetzt informierenUnsere Werbepartner findet ihr hier.Mehr Reisen Reisen gibt es bei Instagram oder auf unserem Blog.Abboniere unseren Newsletter unter https://www.reisenreisen.info/p/newsletter—STADT & AUSSICHTBryggen — UNESCO-Welterbe: bunte Hanse-Kaufmannshäuser am Ostufer der Bucht Vågen, altes Kontor der Hanse; heute Boutiquen, Galerien und Cafés.Fløibanen → Fløyen (320m) — Standseilbahn vom Zentrum auf den Hausberg mit tollem Rundblick; Ulriksbanen → Ulriken (643m) — höchster der sieben Stadtberge, noch dramatischerer Panoramablick bis aufs offene Meer.Nordnes — Halbinsel hinter dem kleinen Fischmarkt (Fisketorget): Holzhäuser, enge Gassen, Cafés, Aquarium und ein schöner Blick zurück auf Bryggen.ANREISE & FJORDEBergensbanen (Oslo–Bergen) — ~7 Std. durch Schneewelten über die Hardangervidda (höchster Punkt Finse, 1.222m), große Panoramafenster. Jochens klare Empfehlung: mit dem Zug anreisen.Flåmsbana (Flåm–Myrdal) — eine der schönsten Zugfahrten der Welt: ~20 km in ~1 Std. von Flåm auf Meereshöhe hoch nach Myrdal (867m), 20 Tunnel, Wasserfälle (im Winter gefroren). Anschluss an die Bergensbahn.Mostraumen-Fjordtour — ~3 Std. Bootstour ab Bergen durch eine enge Passage zwischen hunderte Meter hohen Felswänden.Sognefjord — „König der Fjorde": über 200 km lang und mit 1.308m der tiefste Fjord Europas; der Aurlandsfjord bei Flåm ist ein Arm davon.Hardangerfjord — einer der längsten Fjorde Norwegens (~180 km), als Tagesausflug ab Bergen machbar.ESSEN & CAFÉSZimtschnecken & Kaffee — in den vielen gemütlichen Cafés aufwärmen; die Norweger nennen dieses Wohlfühl-Gefühl „koselig"Allmuen Bistro — hochwertige, filigrane Küche mit lokalem Fisch, unaufgeregt und entspannt. Einer von Jochens zwei Restaurant-Tipps.Lola Bistro — kleines Bistro in einem Holzbau von 1881, saisonale Gerichte mit lokalem Fisch und Meeresfrüchten (Ceviche, Jakobsmuscheln, grünes Risotto).KULTUR & MUSIKUSF Verftet — alte Sardinenfabrik (United Sardine Factory) auf Nordnes, heute großes Kulturzentrum direkt am Wasser: Konzerte, Ausstellungen, Ateliers, Café.Grieghallen — Bergens renommierte Konzerthalle mit toller Akustik, Heimat der Bergener Philharmoniker.KODE Kunstmuseen & Kunsthalle Bergen — rund um den Binnensee Lille Lungegårdsvannet, in markanter, teils brutalistischer Architektur.ÜBERNACHTENZander K Hotel — Design-Hotel direkt am Bahnhof, smarte Zimmer, gutes Frühstück; perfekt für Zugreisende.PRAKTISCHNebensaison nutzen — Herbst, Frühjahr und Winter sind viel ruhiger und dank Meeresklima milder als etwa Oslo.Locals fragen — die besten Café- und Restaurant-Tipps kommen von den sehr freundlichen, durchweg englischsprachigen Einheimischen. Hosted on Acast. See acast.com/privacy for more information.

City strolled into the Carabao Cup fourth round but they quickly turn attention to Sunderland at the weekend. Join Adam and Joe as they dissect the win over Norwich and look ahead to the PL clash with the Black Cats. BECOME A CITY RAMBLE PATREON MEMBER: https://www.patreon.com/c/TheCityRambleFollow us:Youtube ➡️ https://www.youtube.com/@TheCityRambleX (Twitter) ➡️ https://x.com/thecityrambleInstagram ➡️ https://www.instagram.com/cityramble/?hl=enTikTok ➡️ https://www.tiktok.com/@thecityrambleWebsite ➡️ https://www.thecityramble.co.uk/ Hosted on Acast. See acast.com/privacy for more information.

Russ, Charlie, Andy K, Duncan L, Alan, Will, Dom, Duncan R and Mo were all there, with 3,000 others to see Albion race onto 13 PL goals - 17 in all comps - for the season as they romped to victory courtesy of some cracking goals from their 5 different scorers. Congrats go to Pascal who converted a pen and contributed 2 assists to reach 50 PL career assists

Heute heißt es wieder "Bei Anruf Romano" mit Romano und Claudia Kamieth. Und ihr Thema heute: Dieser Moment hat mein Leben verändert! Kennt ihr das auch? Plötzlich sagt die geliebte Person "Es ist aus", der Chef "Sie sind gefeuert" oder ein einziger Anruf stellt alles auf den Kopf. Es geht aber auch ganz anders: Vielleicht hat euch der beste Buddy plötzlich seine Liebe gestanden, ihr habt spontan Ja zu einem neuen Job oder einer Reise gesagt oder nach einem One-Night-Stand von einer Schwangerschaft erfahren. Egal ob Schock, pures Glück oder eine Entscheidung, die im ersten Moment gar nicht so groß wirkte: Welcher Moment hat euer Leben verändert – und wie seid ihr danach mit der neuen Situation umgegangen?

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta sexta-feira (18/09/2026): O governo Lula anunciou reajuste de 15% no Bolsa Família a 17 dias do primeiro turno, elevando o benefício mínimo de R$ 600 para R$ 691. A medida terá impacto de R$ 5,8 bilhões em 2026 e R$ 22 bilhões em 2027, segundo o governo, que diz que o aumento recompõe a inflação. O presidente Lula estava no anuncio, mas não discursou. O Partido Novo e o deputado Zé Trovão, do PL, acionaram o Tribunal Superior Eleitoral para suspender o decreto, mas o ministro André Mendonça rejeitou o pedido de Zé Trovão sem analisar o mérito. O governo afirma que há previsão legal para o reajuste e que o impacto será absorvido pelo Orçamento, enquanto a Instituição Fiscal Independente estima gasto maior e critica a falta de recursos. Política: Lula tem 46%; Flávio, 44% no 2º turno, aponta pesquisa Economia: OpenAI cita mais casos de modelos que agem de forma ‘preocupante’ Metrópole: Ex-presidente da Câmara é alvo de prisão em ação contra o PCC Cultura: Ao celebrar 20 anos, museu Inhotim decide expor obras de seu acervo em outras cidadesSee omnystudio.com/listener for privacy information.

A forint változatlanul nagyon erős a bonyolult nemzetközi körülmények közepette. Pláne a gyengülő lengyel fizetőeszközhöz képest. Dario Amodei hétvégi posztja AI szabályozást és a kibontakozás lassítását kéri, amiről az jutott az eszünkbe, hogy az Anthropic esetleg Brüsszelbe akar költözni? Mindeközben Kanada és Ausztrália nagyon közeledne az Európai Unió felé, ami alapján Sydney-től Vancouver-ig tartó EU-t vizionáltunk. A Fed kamatot emelt, de ezt tudta az erős gazdasággal indokolni. Donald Trump még mindig tud „feljebb” lépni a tartalomgyártásban. Olvass minden nap a világ történéseiről egy Concorde-os szemüvegén keresztül: https://www.con.hu/concordeblog/Kövess bennünket minden csatornánkon:https://www.linkedin.com/company/concordecsoport/https://www.instagram.com/concordecsoport/https://www.facebook.com/concorde/https://www.youtube.com/@concorde_csoportBármi, ami a műsorban elhangzik az az abban résztvevők magánvéleményét tükrözi. A műsor szórakoztató jelleggel készült, annak tartalma nem minősül befektetési tanácsadásnak és befektetési döntések alapjául sem kíván szolgálni. A Concorde munkatársai a műsorban elhangzó értékpapírokban és befektetési eszközökben pozíciókkal rendelkezhetnek. A műsorban elhangzott adatok, előrejelzések és információk pontosságával és teljességével kapcsolatban a Concorde, illetve a műsor készítői felelősséget nem vállalnak. A Concorde Podcast a Concorde Értékpapír Zrt. szellemi tulajdona.

Hoje, 'No Pé do Ouvido, com Yasmim Restum, você escuta essas e outras notícias: Senador do PL procura associar presidente a Alexandre de Moraes, enquanto Lula diz que o adversário está “nervosinho” com perspectiva de novas revelações de seu envolvimento com Daniel Vorcaro. Governo dos EUA exige a participação de “dissidentes” nas eleições brasileiras. Assassinatos de defensores ambientais mais do que dobram em 2025. Agentes da OpenAI sondaram Hugging Face buscando vulnerabilidades antes de invasão. E confira as estreias da semana nos cinemas.See omnystudio.com/listener for privacy information.

Menys Nina Frogneborn och Tomas Tengby testar ovanliga blad och varianter på välkända grönsaker. Från vanliga livsen, grönsaksbutiken och den asiatiska. Lyssna på alla avsnitt i Sveriges Radios app. De färska grönsakerna i asiatiska butikens kylar. Stora påsar med spännande blad. Water morning glory och hing choy. Vad ska man göra med dem? Och hur är den tunna lila asiatiska auberginen?Och den lokalodlade auberginen i grönsaksbutiken. Liten, äggformad och alldeles vit. Plötsligt förstår vi det engelska namnet egg plant. Och det är skillnad i smak!Grön och gul klotzucchini, stora som tennisbollar.Avlång gul zucchini, vad smakar den?I en butik tipsar personalen om att ha vattenkrasseblad på yoghurten med lite salt.Vad ska man göra med majrova?Och den gulliga okran? Populär i Mellanöstern, Afrika och New Orleans. Ser ut som om en zucchini fått barn med en chili.Hur blir det om man kokar gröt på andra flingor? Valsad enkorn, emmer, dinkel, korn, nakenkorn, råg och svedjeråg?

Hier geht's zum Verhandlungs-Bootcamp: https://verhandlungs-bootcamp.com/Unsere Live-Seminare: www.maevo.ch/eventsDie Verhandlung läuft — und plötzlich ist alles blockiert. Die andere Seite wiederholt dieselbe Position. Erklärt nichts. Bewegt sich nicht. Frédéric zeigt die Technik die Profis in genau diesem Moment einsetzen: den Pattern Interrupt. Ein gezielter Zug der den Automatismus bricht — und die Verhandlung neu startet.In dieser Folge erfährst du:Was ein Pattern Interrupt ist — und warum er funktioniertDie 4 konkreten Techniken die in Verhandlungen sofort wirkenWann du den Pattern Interrupt einsetzt — und wann nichtKonkrete Formulierungen die du im nächsten Gespräch direkt nutzen kannstWarum festgefahrene Verhandlungen fast nie Sackgassen sind

Betteln wird rund um Außengastronomie verboten, Essen bekommt zwei neue Schulen und beim Stadthaushalt wird es richtig eng. Das sind heute einige Themen bei uns im Nachrichten-Podcast. Außerdem schauen wir auf die Wittekindstraße - da laufen die Pläne für Radfahrerinnen und Radfahrer deutlich anders als gedacht.

Ein junger Mann in kurzer Hose, gelbem Shirt und mit seiner Reisetasche in der Hand läuft durch einen Flughafen. Plötzlich scheint er es eilig zu haben, fast schon panisch sprintet er durch den Flughafen, zurück zum Ausgang, so als würde er vor etwas weglaufen. Oder vor jemandem. Aufgenommen wird das seltsame Verhalten des jungen Mannes von einer Überwachungskamera und schon bald geht diese Aufnahme um die Welt. Dieses Video zeigt Lars Mittank. Es ist die letzte Aufnahme des deutschen Urlaubers, denn nachdem dieser durch den Flughafen der bulgarischen Stadt Warna rennt, verschwindet er spurlos. Inhalt:00:00 Intro00:52 Der letzte Urlaub03:44 Die Schlägerei07:05 Die letzten Nachrichten10:52 Die letzte Aufnahme12:49 Die Suche15:56 Die Theorien18:41 Keine Antworten_______________________________________Die Kommentarsektion unter diesem Video wird moderiert. Mein Kanal ist kein Forum für Beleidigungen, Unterstellungen, Diskriminierungen, Gewaltandrohungen, Todeswünsche und rassistische Bemerkungen. Deshalb löschen meine Moderatoren und ich dementsprechende Kommentare, egal ob sie Täter, Opfer oder Videocreator betreffen._______________________________________Mehr von Kati: https://linktr.ee/katiwinter_______________________________________Quellen: https://pastebin.com/xKbmxyTF **Solltest du für deinen Podcast oder einen Beitrag meine Recherche als Quelle nutzen, freue ich mich über Credits.**

Das hier ist eine Sonderfolge. Sie kommt aus meinem neuen Podcast "Ich habe Fragen", den ich zusammen mit Rebekka Rickert mache. Du erlebst mich hier privater, lockerer und nahbarer als sonst. Der Anlass: Eine Fremde dreht sich in Salzburg zu uns um und sagt, heiratet nicht und kriegt keine Kinder. Dann geht sie weiter, und wir bleiben sitzen und reden darüber, warum Menschen eigentlich heiraten. Diese Themen greifen wir auf: Warum Menschen heiraten: Romantik, Sicherheit, Steuerklasse oder Gewohnheit Die Lebens-Checkliste, die längst jemand anderes für uns geschrieben hat Jahrelang überzeugt sein, dass man heiraten will, und es plötzlich nicht mehr sein Was ein Satz von einer Fremden auslöst, wenn er einen Nerv trifft Warum wir so selten sagen, dass wir stolz auf jemanden sind Ein Ausflug in die Welt des Salzes, irgendwo jenseits von 25 Sorten Saunen, und warum wir da hängengeblieben sind Warum dieser Podcast beinahe "Bananas in Pyjamas" geheißen hätte Warum wir in der Frage bleiben, statt sie aufzulösen Antworten bekommst du hier keine. Außer unseren. Was du damit machst, ist deine Sache. Über "Ich habe Fragen" Rebekka Rickert und ich sind zwei Freundinnen, die von einer Frage nie direkt zur nächsten kommen. Neue Folgen überall, wo es Podcasts gibt, und als Video inklusive Gesichtskomik. Folge uns hier: https://www.youtube.com/@ichhabefragenpodcast Du möchtest deine eigene Frage einreichen, anonym oder namentlich: https://tally.so/r/q4QMpO Erwähnt: "Jetzt sind Sie gefragt" von Rolf Dobelli, selbst gekauft, keine Werbung Podcast "Ich habe Fragen" mit Rebekka Rickert https://www.youtube.com/@ichhabefragenpodcast Liebe Grüße nach Salzburg an Ingrid. Ohne dich hätten wir heute deutlich weniger Fragen gehabt. Arbeite mit mir Ich arbeite mit zwei Gruppen: mit Selbstständigen, Coaches und Menschen, die ihr Business verändern wollen, und mit Privatpersonen, die ein persönliches Thema anschauen möchten. Für beide gibt es aktuell Workshop-Reihen. Weiterbildung zur systemischen Aufstellerin im Einzelsetting: www.mullacode.de Einzelbegleitung 1 zu 1, aktuell sind Plätze frei: www.sophiemulla.com Kontakt und Arbeit mit mir: anfrage@sophiemulla.com · sophiemulla.com · Instagram @die_aufstellerin.sophie.mulla Folge mir hier: mein YouTube-Kanal, https://www.youtube.com/@SophieMulla Sonne im Herzen, deine Sophie.

Die Europäische Union hat Pläne für ein Social-Media-Verbot für Kinder vorgestellt. Schülerinnen und Schüler gehen für ihr Schulwäldchen auf die Straße. Und die Insel Helgoland ist heute - fast - von der Außenwelt abgeschnitten. Von Dorothee Machai.

Thu, 17 Sep 2026 17:15:00 +0000 https://jungeanleger.podigee.io/3334-books-from-friends-12-die-selbstsetzung-des-menschen-gernot-blumel c47746bb0e9f83807e25b1f8852d95e7 Mein Buch "Ein Fanboy über die jüngere Geschichte der Wiener Börse im Remix mit Sport, Musik und (m)einer Biografie" ist erschienen, alle Infos unter christian-drastil.com. Im Buch spielt die Zahl 42 eine grosse Rolle und so werde ich 42 Werke anderer Autoren hier präsentieren, zu denen ich inhaltlichen Bezug habe. Ich nenne die Serie Books from Friends. Und es gibt zwei Möglichkeiten im Rahmen dieser Podcastreihe. a) ein Podcasttalk b) eine Leseprobe Folge 12 mit Gernot Blümel wurde ein Podcasttalk. Gernot war österreichischer Finanzminister und zuvor Kanzleramts- sowie Kulturminister. Der studierte Philosoph ist Managing Director des Mare TechnoPark - eines internationalen Innovationszentrums für digitale Medizin und Künstliche Intelligenz in Venedig - und führt Philosophie und modernste Technologie zusammen. Das Buch "Die Selbsetzung des Menschen" ist eine philosophische Orientierung für eine der größten Umwälzungen unserer Zeit: den Aufstieg der Künstlichen Intelligenz. Gernot vertritt die These, dass die wahre Herausforderung der KI nicht in einer existenziellen Bedrohung, sondern in einer fundamentalen Kränkung unseres menschlichen Selbstverständnisses liegt. Indem die KI uns die bis dato exklusive Domäne der Vernunft streitig macht, zwingt sie uns, die Grundlagen unserer Gesellschaft - Demokratie, Menschenrechte und unsere eigene Würde - neu zu denken. Das Buch führt den Leser durch historische Fortschrittsdebatten, philosophische Gedankenexperimente und aktuelle technologische Entwicklungen. Es mündet in dem provokanten, aber hoffnungsvollen Plädoyer für einen neuen, radikalen Humanismus. Und natürlich geht es auch um Kant, Commander Data und vieles mehr. Buch bestellen: https://www.morawa.at/detail/ISBN-9783689320980/Blümel-Gernot/Die-Selbstsetzung-des-Menschen Das Fanboy-Buch: http://www.christian-drastil.com Mehr Books from Friends: http://www.audio-cd.at/booksfromfriends About: "Books from Friends" wird 42 Folgen umfassen und ist via http://www.audio-cd.at (über den Podcast "Audio-CD.at Indie Podcasts" (http://www.audio-cd.at/spotify , http://www.audio-cd.at/apple) abrufbar. Bewertungen bei Apple (oder auch Spotify) machen Freude. Du möchtest deine Werbung in diesem und vielen anderen Podcasts schalten? Kein Problem!Für deinen Zugang zu zielgerichteter Podcast-Werbung, klicke hier.Audiomarktplatz.de - Geschichten, die bleiben - überall und jederzeit! 3334 full no Christian Drastil Comm. (Agentur für Investor Relations und Podcasts) 1286

Hier soir, c'était la seconde date de Celine, sur la scène du Plénitude Arena de Paris ! Et avec Céline aussi, y'a beaucoup de choses que vous êtes persuadé d'entendre dans ses tubes alors que pas du tout….

Establishing the right systems in your practice creates consistency, profitability, and freedom in ways that individual effort is never going to. Kiera talks about the difference between systems and the people using them, how to know if you need a new system, why the right system equals scalability, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team Listeners. This is Kiera. And today I want to just go back to basics with you because I think that this is such an important thing because we talk so much about systems, but I think people want systems and we talk about systems and like what are systems? And like what is the difference between a system and needing to train people? And I think that there's just this like back and forth in our worlds where we think like, hey, if I get a system, everything's gonna work. Or   Hey, if I get the right people and train them, then it's all going to work. And I think that they go hand in hand. And so today I wanted to kind of break down, dispel, disseminate, and like what exactly is a system? What exactly should we train? How do we put these two things together? And how do you really get the freedom that you're looking for? Like, we're about to roll into a mastermind and I was building the content. So spoiler alert, if you're not a part of our in-person masterminds, get your booties over into Dental A Team because we do meet twice a year and have a leadership mastermind where doctors and OMs get together with myself.   our entire consulting team, and we really talk about things off record. So there's no cameras, there's no recording in there, and it's just a rift area. And I was working on like what do dentists really want? And it's the control paradox. They want control, but the way you get control is by knowing that your systems are working for you and people are reporting. You don't want to actually do all the pieces, but you want it to report back to you and you want to know things are being done your way. Yes or yes yes. Like, am I speaking to you? And do I know you? I hope so. Because I absolutely love dentists. I want to just give you a giant hug and I want to remind you.   That you are doing better than you think you are. I want to remind you that there is an easier path than what you're doing. And I wish I could find somebody that was the Kiera Dent for dental consulting companies. I wish, I wish I could find her. I had a client tell me today, he said, Kiera, you have blessed the world of dentistry in so many ways. And I take that as such a huge compliment because not only did we make their practice better, but that doctor is literally working seven to three, four days a week, taking home several millions a year, living their best life, being with their kids, and to be able to give someone their life back.   Be able to help grow them personally and professionally, that is the greatest gift in honor. And so I am so honored that this is the job I get to do. This is the company that we have. And so while systems are annoying, I want to remind you like this is the way that you're actually going to get the freedom, aka the control that you want to be able to see if your practice is working. So I want you guys to recognize we've got to do systems, we've got to do training, we've got to hold accountable. We can't just put it in play. Like there's cure, this feels hard. I know one of our core values is ease. So I'm gonna try and break it down with you.   Of ease. These are things that we've done hundreds of thousands of times. We work across the nation with small boutique practices. We're talking Medicaid, FIFA service, boutique, natural path to multi-locations. I've got a practice that is building, I'm not joking, a 50 op location. So you name it. We've seen so much in our world. We've seen the DSO world. We've seen the private practice world. We've seen DSO's gone wrong. We've seen DSO's gone right. I feel like having that experience and credibility is something whew.   You can't get other than just living through it. And then my job is to give you as much of that and to hopefully work with you, empower you, change your world, whatever it is. All I ask in return is that you leave us a comment, you leave those five stars, and you share this with someone. That's all I ask. Because if we can serve and help more people just like you, that is the greatest gift. You guys know my mission is to possibly impact the world of dentistry in the greatest way possible. That's why I do this. This is why I do it for free. I don't charge you anything. I don't ever, we don't even have ads. We do our own thing because   Wanna make sure that we're giving you guys back high value quality. So, with that, what I want you guys to realize is systems are going to create consistency, profitability, and freedom in ways that individual effort is never going to fix for you. So, number one, systems are what's gonna create that consistency for you. So when a person leaves, we don't want that knowledge to go out the door with them. When someone has a day off, we don't want that knowledge to go with them. We want to have that system of stability through all of it. And that's what it's gonna create. I remember the day that I had my company go through, it was a three month project, and I had us work.   Actually, break down our entire operations manual. There was like a sense of relief in breath that I could relief that I never realized I had. Now, that is a hard project, and usually it's not gonna move the needle for you. I'll tell you that was one of my worst quarters. Profitability-wise, we didn't grow, but stability-wise, we exponentially grew. Now it's been about five years since I did that project, and guess what? We've outgrown those systems. So guess what? It's probably time for us to do it, and we are actually working on our next version of it. And I'm so excited about it because it's gonna be so much better.   We do not like the way you can tell a system is missing is every team member does it differently. So if you walk in and you're having different assistants work with you and every assistant sets it up differently, guess what? You probably don't have a system. You just have people just doing it their own way. If different schedulers or if a scheduler is out and our schedule doesn't go the same way, now that doesn't mean case acceptance is perfect because there are some skills behind it, but that does mean that we have a set follow-up, we do the same billing. If this person's out for a week, everybody would be able to do it. That's going to help.   If new hires struggle to learn, we don't have a system. We have it being where people are telling each other. If results depend on who's working that day, you don't have a system. You have a people thing. So what we want to have is, excuse me, you want to have documented processes, you want to have standardized expectations, and we want everybody to be trained the same way. But we also want to make sure that that system really is getting us the results that we want. So what we do is   I'm big on when we take on an office instead of doing a whole operations manual like I did. You can do that. Don't worry, we can help you with that if that's your like main shebang. but typically what we're gonna do is we're going to look at what is the vision of the practice, what does that doctor and owner want? And then what are the numbers telling us? And usually your number that's the lowest number or what the PL tells us, that's where we're first gonna build systems because everybody wants the system to win, right? Like if I come in and I put in a protocol for I don't know, like scheduling.   But your schedule's great. We're all out on time. We're hitting our productive goals. Sure, that's nice to have. And I'd like it documented of what we're currently doing to make sure, like if that person's out, we can repeat it. But odds are that's probably not my biggest pain point. Now, there is a flip side to that. And I will say that if team members leave, then yes, it is a very detrimental. So at a minimum, I like every team member to have a daily, weekly, monthly, quarterly list of what they do and at least those protocols written down. So if someone's out, I can grab their checklist and I can be like, all right.   Sarah daily does this, and here is where it is in the drive, or here's a video of it, or here's a checklist of it. So that way if Sarah's gone on vacation, nothing that Sarah is doing is dropped. So non-negotiable for me is everybody has to have a daily, weekly, monthly, quarterly. If you want those, guess what? We have them for all of our clients. So makes life real easy. And that's just something we've built, but every person should have that. Then what we're gonna look at is we're gonna actually build systems based on the metrics and the numbers. Because basically we've got the core processes done.   Those are core processes daily, weekly, monthly, quarterly, what do we do? And we've got quick systems built behind the scenes. So that way I've got everybody's job. So if anybody walks out and leaves me, I'm not sitting here like, huh, how do we like it's crazy. Whenever someone goes on vacation, I'm like, awesome. Let's see if we've got a protocol written for this. Let's see if we've written it down. Can we figure out how to do podcast scripts? Can we figure out how to do podcast reels? Can we figure out how we do podcast recordings? Can we figure out how we do payments? Can we figure out how we schedule?   And if we don't have all that written down to where anybody without being told can do it, let's start with that. So, and then after that, let's look at what our numbers are telling us and let's build systems there. So if like a front office doesn't have a great scheduling system, which happens, you get wildly different outcomes based on who's answering the phone, who's there. Once you put into play a scheduling protocol, here's our block schedule, here's how we do all of our scheduling, instantly consistency improves, production goes up, everybody goes home on time. That's a system.   So I believe that great practices aren't dependent on individual memory. They've got to be dependent on you and your practice and like where no matter who comes in, yes, I want eight players, but I want eight players to be able to follow a system and a process. Systems make excellence repeatable. And I think that that is a great line for you to take down. Systems make excellence repeatable. So what do you have going on? How is this for you? And so I just want you to like quickly look through if you don't have your daily, weekly, monthly, quarterly, annual plans, start there.   If you do look at an area based on your numbers and your metrics of where are maybe we are missing in this section that I could have variable results and we could document a process so I get set results per people. That's gonna help you have just a process for it. And like I said, this is going to reduce your stress, give you the control that you're looking for, and the consistent results that I know you're dying for. So next step is systems actually reduce stress and decision fatigue. Once we have a system and a process, like this is how we always set up for a crowd.   This is how we always schedule. This is what we do for hiring. Here's how we place the ads. You don't have to constantly be thinking of what to do. Teams get overwhelmed not because they're busy. It's because they're constantly deciding and making up new processes and protocols. Like, yes, they're busy, but think about what they're busy on. It's like, shoot, we don't know how to hire. We don't have a set process. Like we don't have a recare reactivation process. So it just automatically goes. So our schedule is always full.   Like we always call 20 people every single day, non-negotiable. I don't care if it's a busy day, a bad day, a great day, a wonderful day, a horrible day. We make 20 phone calls every single day and we send out 20 texts every single day, non-negotiable to make sure our schedule is full. Then we have a recare reactivation. So at the beginning of every month, we run these items, we send out the postcards, we send out the letters, we send out the text, whatever your process is, we do that every single first day. For me as a CEO, every single like I literally woke up.   At midnight this month because my standard is by the 30th or 31st last day of the month, all of the money transfers for profit first are made non-negotiable. That's what I do. I don't want to think about it, I don't want to make that decision like, am I gonna save money this month? Am I no, it's just a process, it's a cadence. So when we're missing a system, it looks like team members are asking the same questions repeatedly. Like, pay attention, what questions are coming up? We need a system and a process that's easy and repeatable. Leaders.   Solving problems day in, day out. Doctors, you are the solving machine. It comes to you constantly, constantly, constantly. You don't have a system for that. Or constant interruptions throughout the day. Hey, what do you think we should do about this? Hey, what do you think we should do about that? Hey, there's a process for this. Hey, we already have that written. So, what successful practices do is they create clear workflows. We have established expectations, and then we just repeat build repeatable processes and systems that are very easy to find. So again, that daily, weekly, quarterly has been my easiest one for people to just find like.   What am I supposed to do? I don't know. Well, great. Here's what we do on a daily, weekly, monthly, quarterly per position in our practice. And then here's how to do it. So if daily we join morning huddle, well, here's our process, here's a form, here's the agenda that you fill in and it has it written out. Office manager does this part, dental assistant does this part, hygienist does this part. No one has to think about it. Everybody knows we all come prepared for morning huddle. We win our day.   At the end of the day, we have an end-of-day checklist that just makes sure we have all the pieces checked off. This is what we do. We're set up to win in billing. We know every single first length Monday we run this new report. We're working through these accounts. By the end of the month, I'm expected to get all the way through all those items of every single patient in the AR. every single day I resend batched claims, like those are just systems. New patients, we have a new patient form. We are able to schedule them within 15 minutes.   and we make sure that they are always confirmed 48 hours in advance. We leave no open holes. Like if someone's unconfirmed, they don't get to stay on the schedule. Case acceptance, here's our follow-up process for every single appointment that we we present. Hygiene, here's our period protocol. So every hygienist is presenting period the exact same way. We have NDTR handoffs on our route slips, like simple, easy things that are going to fix your practice because not only will you get higher production, but there's less chaos.   Like team members just know what to do. They're like, well, how do get that well operated? Like, there is the lean management that you can look at. It's really how do I break this down in the most simple, repeatable processes? And for me, I don't like yes have a form so people can follow it, but I'm big on like what can I have the software do for me? What can I do to set this up? So like block scheduling, it's very clear that we don't schedule within that. Now, do people have to follow the blocks? Yes.   So that we just have an accountability piece that we follow this through. And if you choose to schedule in the block, great. We have an audit system. Our OM has an audit system at the end of the week. Anyone who's scheduled inside those blocks gets to call that patient on Friday. Ding, ding, ding. Nobody wants to do that. Nobody, nobody breaks the blocks. We have an end-of-day checklist. It's reviewed every single day and it's turned back into our team members at the morning huddle. We have a morning huddle agenda that we follow, non-negotiable. We have a weekly meeting form. We have L10 meetings that we run with our teams.   These are systems that just make your practice run. And so for that, I want you just to see like systems are going to help create that mental space that you and your practice are craving. And so when you think about your team, think about fewer decisions that they have to make. That's going to give them more energy to serve patients, more energy to be able to like have that customer service, that care, rather than like, shoot, I don't know where I need to schedule this person. Or like, hey, what do I do when a patient calls for this? The goal is that people should be able to do this without you.   So I would ask your team like, what's one or two tasks that if we handled it differently every time, what's one of those tasks that we just every one of us does it a different way? And then let's build a system for that and all of us follow through on that. And then systems just, you know, they do create the scalability and the freedom. So I love to build like you and your vision, make sure your earnings and profit are there. And then we put systems into place, but it should be like systems that lead to scalability and scalability that leads to legacy for you. So you want growth, you want freedom, you want that. Systems are gonna help you do this.   Think if you went and opened up another practice today. Trust me, I did this. I had my first practice for nine months, opened up our second location. Yeah, that was super thrilling. And I thought I had systems. We did not have a system for how we scheduled. We did not have a system for how the doctors were scheduled. We did not have a system for how we check in, check out patients. We did not have a system for how we do sterilization. We did not have a system for how we do hygiene perio. Guess what? That became double. Remember that? Like double the flavor, double the fun, double, I think, I don't know, the flavor with double mint gum.   That's what happened. And it was double the stress, double the chaos, double the nonsense with double the practice ownership. So there's your little jingle for the day. So we have to look to see like, all right, whether you want to scale to multi-locations, whether you want to have less clinical days that you're working, systems are gonna create that scalability. But again, you can have a system written. So we build the system first, we train leaders on the systems. Then this is the third clutch piece is we have to have accountability around the system. I don't know how many teams roll out a billing procedure.   But they don't follow up with it. So then it just goes by the wayside. We create a scheduling protocol, but we don't audit the schedule to ensure it's working. You can't just have a system that has no follow through. It has to have accountability. Otherwise, you're always gonna just have a lot of words, a lot of pretty paper, and not get the results you want. So for me, I'm big on cadences like end of week checklist, end of month checklist. What needs to get done? What are the things that need to be reviewed and audited? Let's create that for you. And we have that for office managers, we have that for   l leaders. this is a big space to be able to have it. And so I think once a a good example of this is there's a doctor who wanted to have a vacation. This is a doctor I've worked with who I think has been in practice for about 20 years. And last year they went on a vacation for a month, a whole month. This doctor went off they went and did golf they went and raced cars. They had just the best time and the practices actually did better than they've ever done. And all the systems were intact. All the team was there.   Team knew what to do. There were a couple of things that the office manager was like, I don't know what to do, Kiera, like help me out. We worked through it. We created a system and a process. So in the future, those things are done. You'll never be able to have everything done. But if they know who to go to, they know where to go. But all the doctors were able to hit production, they were able to run their morning huddles, they were able to have of day checklists. That doctor was able to truly have a real vacation and the leaders were to keep the systems going. They didn't come back to fires and chaos and like the schedule broken.   They have these as systems, they have them as protocols, they have them with accountability, and the practice can continue running successfully without you there. That to me is the pinnacle of systems creating that scalability, that structure. Because, like again, going back to the beginning, where we're like, is it systems? Is it training? It's systems, then it's training, and then it's accountability. Systems train accountability. I wish I could say it sat, like the SAT.   systems accountability training but it's got to go the reverse so STA sorry maybe that's like the beginning of start STA figure R T if anybody wants to come up with an alliteration for me go for it but it's systems training accountability maybe then it's results the freedom there you go there's your start you're welcome so systems training accountability results the freedom okay there's your start acronym I hope that Alex has a good time with these show notes for you   But that's systems, that's scalability, that's repeatability, that's getting the results you want, but it's systems training accountability. That's how we start getting the freedom we want. That's how we start getting the results we want, that's how we start making the progress that we want, that's how we get started. So, what I would recommend is remembering that systems do create this consistency, systems do reduce stress, systems can create scalability and freedom if done correctly with the system written down, documented.   Then trained to the entire team and then held accountable that we actually follow through. And for me in that training piece, I like it to be anything that's automated. Put it on a route slip, put it in a note template, put it as an automated thing at the end of the week, create it to where it automatically emails out to everybody. And here's the checklist that we do. Whatever you gotta do, automate it as much as possible. that should be sk system training, automate and accountability. There you go. Results, the freedom. but really   People are so powerful and systems make that power repeatable. So if you want help on this, if you need help on this, if you want to go from where you are to where you know you could be, if you're sick of being in the rut that you've been in for so long, reach out. Because guess what? You don't need to keep solving the same problems over and over and over again. And when I look at Dental A   Team and the struggles I have, I have hired people that literally know where I need to go and they've been able to get me there. And then I've also had people that didn't know how to get there and it was a struggle for me.   So hire somebody who's been there, done that, and can actually like cut through the noise for you, get your team aligned, get things moving forward. That's what we do. So reach out Hello@TheDentalATeam.com. This is your time to shine. This is your time not to stress anymore. And I can't wait to help you get the freedom, get the control that you're looking for. And systems are a great way to do it. So reach out Hello@TheDentalATeam.com. And as always, thanks for listening. And I'll catch you next time on the Dental A Team Podcast.  

The 2026 Coworking Benchmark Session Most operators aren't short on effort; they're short on a diagnosis. This episode breaks down why malaise sets in when you can't name the actual problem in your business, and why the fix is almost always the easy part once you know what you're aiming at. I walk through why diagnosis is so hard to do on your own. Most operators run one space, watch one P&L, and have never seen their numbers next to anyone else's. Without a comparison set, it's nearly impossible to know whether your marketing spend, close rate, or churn is the real problem, so operators default to copying tactics instead of fixing the issue. In this episode: Why malaise isn't a motivation problem The difference between diagnosing a problem and solving it Where time and money actually get wasted in a coworking business How to get a real comparison set for your own numbers Get your numbers benchmarked against real coworking data with the Coworking Scorecard 2026: everythingcoworking.com/benchmark

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Politické spory a rozdelená krajina či výzva pre občanov na hľadanie toho čo nás spája. Poslanci a vláda si v parlamente vypočuli správu prezidenta o stave republiky. Prezident už predtým hovoril, že by možno pomohla veľká koalícia Smeru a PS.Slovensko už pozná výsledky medzinárodného testovania 15 ročných žiakov a minister školstva už nehovorí o národnej tragédií ale malom povzbudení.Končí sa aj Plán obnovy, z ktorého mohlo Slovensko získať až šesť a pol miliardy eur. Čo teda bude s našou rozdelenou krajinou? Budú už politici spolupracovať?A čo naše deti? Čo znamená že ich výsledky v medzinárodnom testovaní majú byť malým povzbudením? Nie je to skôr tak, že sa tí najlepší zhoršili a idú nám naproti? A koľko peňazí z plánu obnovy dokážeme využiť a dokážeme ich využiť všetky?Braňo Závodský sa rozprával s ministrom školstva, výskumu, vývoja a mládeže, poverený podpredsedom vlády pre plán obnovy a znalostnú ekonomiku a podpredsedom strany Hlas – Sociálna demokracia Tomášom Druckerom.

Ohne den Kolonialismus würde der globale Kapitalismus nicht existieren. Wie genau die koloniale Unterwerfung und Plünderung bis heute die Nord-Süd-Beziehungen prägt, zeigt der Politökonom Robin Jaspert in seinem Buch "Neokolonialer Kapitalismus". Ein Gespräch über die Wurzeln des heutigen Neokolonialismus, den Abstieg des Westens als Möglichkeitsfenster für Bewegungen im Süden und die Notwendigkeit eines neuen Internationalismus.

Football pundits and fans from around the world have been raving about Max Dowman after his scintillating performance against Ipswich. Is he ready to be a PL regular? I'm joined by @Annabellimor for her Latte Firm debut.Support Latte Firm for the price of a coffee a month and enjoy ad-free shows, bonus content and access to giveaways and match tickets - patreon.com/lattefirm.

Die Zinserhöhung ist eingepreist – der weitere Kurs der Fed nicht. Die Wall Street steuert nach sechs Verlusttagen innerhalb von sieben Sitzungen auf eine leichte Erholung zu. Die Nasdaq-Futures gewinnen rund 0,5 Prozent, die S&P-Futures etwa 0,2 Prozent. Für die heutige Fed-Entscheidung wird eine Anhebung um 0,25 Prozentpunkte auf 3,75 bis 4,00 Prozent erwartet. Entscheidend werden die neuen Zinsprognosen und die Aussagen von Kevin Warsh. JPMorgans Market-Intelligence-Team hält zwei Zinserhöhungen, im September und Dezember, für wahrscheinlicher als drei. Diese Einschätzung setzt allerdings voraus, dass eine Einigung im Nahen Osten die Ölpreise noch vor Jahresende deutlich sinken lässt. Eine Anhebung ohne konkrete Hinweise auf weitere Schritte könnte laut dem Team sogar einen Kursgewinn des S&P 500 von 0,25 bis 0,75 Prozent ermöglichen. Derweil bleibt der Kostendruck erheblich: Brent kostet knapp 108 US-Dollar, zehnjährige US-Staatsanleihen rentieren bei rund fünf Prozent. Wie stark die Belastungen inzwischen auf Unternehmensgewinne durchschlagen, zeigt J.B. Hunt: Der Transportkonzern erwartet im dritten Quartal fünf bis zehn Prozent weniger Gewinn als im Vorquartal, unter anderem wegen höherer Transportkosten und verzögert greifender Treibstoffzuschläge. Im Technologiesektor sorgen Gespräche zwischen Intel und SK Hynix über eine mögliche Speicherchipproduktion in Ohio für Aufmerksamkeit. SK Hynix betont jedoch, dass bislang keine konkreten Pläne oder Vereinbarungen finalisiert wurden. Die Hoffnung für heute: höhere Leitzinsen, aber keine Aussicht auf einen langen Zinserhöhungszyklus. Ein Podcast - featured by Handelsblatt. ► Jetzt beim Börsenspiel Trader mitmachen und Range Rover Evoque gewinnen: https://sg-zerti.de/wall-street-podcast ► Entdecke den exklusiven NordVPN Deal! Jetzt risikofrei testen mit einer 30-Tage-Geld-zurück-Garantie: https://nordvpn.com/wallstreet * +++ Alle Rabattcodes und Infos zu unseren Werbepartnern findet ihr hier: https://linktr.ee/wallstreet_podcast +++ ► Meine Trades. Direkter Austausch.

Kalifornien setzt seit Jahren auf große Batteriespeicher. Am Abend und in der Nacht geben sie Solarstrom zurück an das Netz. Gaskraftwerke bleiben oft abgeschaltet. Warum funktioniert das nicht in Deutschland? Warum sind wir immer noch so abhängig von fossilen Kraftwerken? Darüber spricht Host Marcus Schödel mit NDR-Journalist Nils Naber. Er berichtet von einem Kampf um Netzanschlüsse, der Batteriespeicher-Projekte massiv ausbremst. Die Bundesregierung scheint das Problem erkannt zu haben und versucht das Problem mit dem sogenannten Netzanschlusspaket zu lösen. Wie gut sind die Pläne und führen sie zum gewünschten Batteriespeicher-Boom? Diese Frage beantwortet Energie-Ökonom Andreas Löschel von der Ruhr-Universität in Bochum. Er sagt aber auch, dass noch viele andere Probleme gelöst werden müssen. Dazu gehört eine fehlende Digitalisierung der Stromnetze. Außerdem erklärt er, warum Kalifornien trotz der Batteriespeicher vergleichsweise hohe Strompreise hat. ARD Klima Update: Würgt Katherina Reiche die Energiewende ab? https://www.ardsounds.de/episode/urn:ard:episode:590335502a958817/ ARD Klima Update Newsletter https://www.mdr.de/klima Entwurf Netzanschlusspaket https://www.bundeswirtschaftsministerium.de/Redaktion/DE/Pressemitteilungen/2026/07/20260729-eeg-novelle-und-netzanschlusspaket.html Die Lösung – der Psychologie-Podcast https://1.ard.de/die-loesung?q

Commonly people are talking about "peptides" to refer to a heterogeneous group of peptide medications or investigational compounds. These are increasingly promoted for injury recovery, tissue repair, performance and longevity, with BPC-157 attracting particular attention. But what evidence supports the claims made about these compounds? How should animal studies, biological mechanisms and personal anecdotes be interpreted? What is currently known about their safety? And what do recent regulatory discussions actually mean for their medical status and availability? In this episode, physician and Barbell Medicine founder Dr. Jordan Feigenbaum examines the evidence surrounding BPC-157 and other peptide medications, alongside the wider questions of risk, access and informed decision-making. Timestamps [00:13] What we want to address [04:47] Interview start [05:29] What do we mean by "peptides"? [10:32] BPC-157 evidence [16:49] Sourcing of peptides [20:19] The gray zone of pro-peptide communication [24:16] Risk sourcing vs drug effects [26:25] FDA lists and compounding [31:05] Risk tolerance and informed consent [43:02] Why did pharma abandon peptide research? [47:44] Harm reduction debate [51:48] Practical takeaways [56:20] Key Ideas segment (Premium members only) Episode Resources Go to episode page  Join the Sigma newsletter for free Subscribe to Sigma Nutrition Premium Enroll in the next cohort of our Applied Nutrition Literacy course Barbell Medicine Instagram: jordan_barbellmedicine Book: Signal: What Testosterone Levels Are Telling You About Your Health Related episode: #524: Strength & Fitness Levels for Reducing Chronic Disease Risk & Promoting Health Ageing – Jordan Feigenbaum, MD Further reading: Emerging use of BPC-157 in orthopaedic sports medicine: a systematic review. 2025. Ruenzi M, Stolte M, Veljaca M, et al. Efficacy and safety of PL 14736 (BPC 157) in patients with active ulcerative colitis. Gastroenterology. 2005. Meeting abstract; full study not published.

Tiff and Kristy break down monthly financial controls that protect your practice's profit. These include identifying lag and lead measures, getting your supplies in check, creating a budget around the team's fun money, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiffanie (00:01) Hello, Dental A Team listeners. Welcome back to the Dental A Team podcast. I am your host today, Tiffanie, and I am so excited to have Miss Kristy here with me. Kristy, you have been with us for quite some time. We have done a lot of podcasts together. and I truly love and appreciate your willingness to jump on. You just came from a coaching call, so thank you for hopping over here to me. I know your brain's a little busy with   Notes and getting everything wrapped up. We do a lot for our clients. So I know Kristy, you just spent an hour with a team or or doctor, and next steps are making sure your notes are wrapped up and you get a nice little email over to them and that's what our clients come to expect. So Kristy, how are you today? Thank you for serving our clients in coaching calls and serving our clients and our audience here on the podcast today. How are you?   DAT- Kristy (00:55) I'm doing good. Happy to be here with you.   Tiffanie (00:58) Awesome, thank you. And this guys is why I normally schedule them on Mondays and I am just feverishly working to get ahead. And Kristy graciously accepted my Tuesday invite to come podcast with me. So thank you, Kristy. Kristy, I know I always say this, I kind of handpick different podcast topics to make it the most fun for you ladies while you're here with me. So I get to talk about all of the pieces and I   Pick things that I think you guys are gonna enjoy the most. I think all of you, all of us consultants could speak to all of the topics that we have, but we all kind of gear towards favorites and things we love, things we do a lot of. And something that you do a lot of is you look for the money and finding it seems to be something that you enjoy, but also something you're just really, really good at. I know Kira speaks to that often as well. And today I wanted to talk a little bit more in-depth.   on profit because I know we talk we've spoken a lot on a lot of different podcasts about AR, bringing AR down, kind of how to find those controls within the practice, but making sure we're looking at monthly financial controls that protect the practice profit was something I wanted to chat with you about today. So how's that sound Kristy? Sound awesome. Awesome. Good. Let's   DAT- Kristy (02:16) Sounds like a plan. Let's find the money.   Tiffanie (02:20) find the money. So one thing I love that we like to do with our clients   And   something we do, I think, in our personal lives too is control what we can and then, you know, leave the rest for later. We we fix the rest later, we work on the rest later. And something that we can control is how much of our profit is being spent to a certain extent. So there's different spaces within the PL, within the practice spending that we do have control over that I think we don't spend enough time projecting and looking at to be able to know.   that we are profitable or that we can create that profit. And to me, when I see a topic that says monthly financial controls that protect practice profit, I think of budgeting. I think making sure we're working with it as a means of what we already have so that we're not overextending ourselves just like we do in our personal lives. So Kristy, you work with practices within their finances and their profit a lot. What are some areas that you work specifically on   helping them to protect their profit within those numbers.   DAT- Kristy (03:28) Yeah. Well, I think it's important, Tiff, that we look at it routinely, number one, and understand what our fixed expenses are and then what are ones that we can actually maybe pull levers and see where we can budget and plan for. so many things. Again, just like we look at numbers inside of the practice, there's lag and lead measures, right?   I kind of look at the PL the same way. There's lag and lead measures. And so sometimes it's just being more proactive and really looking and planning ahead versus reactive and looking at the bank account to go, is there money?   Tiffanie (04:11) Yeah, which I think we all do that at some point, right? Personally   DAT- Kristy (04:14) Yeah.   Tiffanie (04:15) and professionally. When you're looking at a PL, I love that lead measure, lag measure. PLs are full of lag measures and doctors will look back and gosh, I have a practice that only gets them quarterly, and I'm like, I don't know how we do this. Like it's so hard. We've got to be looking at these every month, like you said. So we're looking at those like lag measures. How do you pulse within that?   those lead measures. What are you using and what are you seeing as lead measures when you're looking at those numbers monthly?   DAT- Kristy (04:42) Yeah, well, number one, we might be planning ahead for hiring a new teammate. What is that gonna cost us? And so wrapping that into our budgeting for the month, or maybe there's a new piece of equipment that we're looking to buy or a CE course we're going to, like looking ahead and planning for those expenses on a monthly basis so they're not a surprise to us when when they do hit.   Tiffanie (05:09) That's brilliant. I love that. So making sure even if we know, hey, we're gonna try to bring on an associate this year. So that associate cost, a lot of dentists know look at the associate costs and start, you know, planning for thirty percent goes over here or twenty percent or whatever you're gonna do, goes over here, start putting that aside. But to your point, Kristy, for   Hiring, something that I think we fail to think about often when we bring on an associate is the rest of the team that may need to be brought on as well. So do we need more dental assistance for the associate? Do we need another treatment coordinator to work that schedule? Sometimes, even Kristy, there's hygiene, right? There's a hygiene hire that needs to come along with that associate. So it sounds like for you, you're looking at with that practice, okay, this is our current lag measure. This is our current what we can say is.   our usual and customary employee cost. And then as we add these other additional team members, we can expect that employee cost to become X dollars. And then turning that into being able to see what the what the production and collections costs need to be in order to cover that volume.   DAT- Kristy (06:19) Yeah, you got it, tips spot on. And we can almost do that for anything that we're future pacing and planning, right? To see if it makes   Tiffanie (06:27) Yeah.   DAT- Kristy (06:28) sense even.   Tiffanie (06:29) Yeah. And I as you're seeing as you're saying that too, you said planning for a a large equipment purchase. So with that, then you can look and say, okay, well, this is what our profit is or what we project our profit to be in the next coming months. Can we set aside or how much can we set aside out of that profit each month to be able to afford that large purchase rather than vice versa? I think a lot of practices   And people we say, I want or I need this, and they offer low percentage rates or no percentage rates. So instead of saving towards that thing this day and age, we just say, cool, let's get it, and I'll pay monthly to pay it off. So you're you're even thinking potentially flipping that mindset and saying, let's let's project and see when do we need to make this purchase? How much will it be? And how can we get the money for it?   DAT- Kristy (07:24) Yeah, absolutely. And sometimes we do need to finance it, but also knowing what that's gonna look like too. I mean, maybe that makes more sense. Yeah,   Tiffanie (07:33) Yeah.   DAT- Kristy (07:34) agree with you, Tip. We need to kind of look at where our expenses have been, especially like with team, it's easy to look p back at the last 12 months or six months and say, this is where we've been running. You know, what's kind of funny about that is we just came off of a month where many of our clients had three payrolls.   And being able to budget for those ahead of time, right? So   Tiffanie (07:56) Yeah.   DAT- Kristy (07:57) planning ahead and knowing what we're looking at, but you have to be looking at it routinely.   Tiffanie (08:03) Absolutely.   I totally agree with that. Quarterly, yearly does not, it just doesn't work. It does not, you're left in the dark so much. monthly financial control. So we can project, we can look and see, okay, where's our growth taking us? Do we need to prep and plan for any expenses? And I love your like even adding if we're adding debt, what does that added debt look like against the current PL? And then two.   I was thinking earlier about this, like what pieces do we use a lag measure for to like pull into this month for, like you said, a lead and a lag. So I know a lot of practices I have them working off of budgets, like to the max. And so I have obviously I think a lot of practices work off of an ordering budget, so a supply budget for the back office.   But I know a lot of them are like a little skewy too. They're kind of all over the place. Or they're like, it's fine. We're $3,000 over. And I'm like, $3,000 is like another percent or two sometimes. So making sure we stay in line with that, but projecting that and putting it on spreadsheets, right? So I have practices that have budgeting spreadsheets for that reason. So they know exactly how much money they have to spend. And I have dental assistants that find   that to be like a game. Like that inspires them to go find the best deals because they know they only have X amount of dollars because the spreadsheet told them and then they're entering all that data. What are you seeing outside of supply costs that you've got offices? I know I've got, you know, if you're doing some obscure things, like what are you having practices look at or have you in the past trying to gain that control maybe of their profit within the budgeting world outside of just the normal dental supplies?   DAT- Kristy (09:52) Yeah, I love that you mentioned the dental supplies and doctors, if you're not letting your team do this, like do it. And and really I liken that Tiff to going to the grocery store without a list or with a list, right? Be   Tiffanie (10:05) Mm. Yeah.   DAT- Kristy (10:06) very intentional. And I really like to have my offices ordering twice a month and you   Tiffanie (10:12) Mm-hmm.   DAT- Kristy (10:12) set the time aside, you know, Wednesday the first week of the month and Wednesday the third week of the month or something similar.   So to your point there, but also the other things that I would look at, and it's coming up big right now, especially with insurances. How much are you spending? Are you taking the credit card payments and letting another 4% go out the door? You know, so many docs are complaining about their reimbursements, but yet you're allowing them to pay you with credit card. You know, that's   Tiffanie (10:41) Yeah.   DAT- Kristy (10:42) a big one that could save you.   Look at look at those. Hopefully you're entering the payments in your software and you're designating it to a payment type. Run that report and see what what how much did you take in on credit card insurance payments? And pretty much you might as well times it by four percent, you know, and see what you could   Tiffanie (11:02) Yeah, yeah.   DAT- Kristy (11:03) be saving. That's a huge one right now.   Tiffanie (11:06) Yeah, I completely agree with you. That's massive. And a lot of practices are doing credit card payments for supplies in order to get points. And then they pay off the credit card. But I do see often practices that end up and we all do that, we do this in our personal life too. We're like, I'll get the points. But then when the payment rolls on, we're like, shoot, I didn't plan for that. So now we're paying it over time and we are adding that extra whatever percentage that APR might be per month to that pay to that balance.   DAT- Kristy (11:35) Yeah. The other thing when you're talking supplies tip back in our day, we had to wait for things to come in, right? Now, truly, yeah. Now,   Tiffanie (11:42) Yeah, weeks.   DAT- Kristy (11:44) truly, most practices, they're getting it within a day or two. I I just I challenge you to reframe your mindset. Sometimes the salesperson comes in and they're like, buy three, get two free, or whatever, you know. It's like that's money sitting on your shelf. And many times, even if you   think you're gonna use it over time, that money could be worth more to you in the bank than sitting on the shelf.   Tiffanie (12:10) Yeah,   that's a really good point. And I was thinking too as you were speaking, there's so many different areas of that like quick return. I have an office that we've dug into their finances many times and their supplies are just like out of this world. And I'm like, what the heck? They were up to like 15% one month. And I was like, guys, what are you ordering? Like what is are we remodeling? Are we restocking the entire office? Like, what did we order?   And when they went back, they're like, I don't know. So they go back through and we have them on budget spreadsheets, right? Well, they go back through, and what was happening is the office manager and the front office gal were every day like, we need toilet paper. we need, and they have prime. So prime is a phenomenal tool, very dangerous tool, right? It's dangerous in my own home.   DAT- Kristy (13:04) Yeah.   Tiffanie (13:06) So being able to at the click of a button get something tomorrow or sometimes even the same day because you need it, it's very easy to just keep that open and be like, order this, order this, order this. And the next thing you know, you've spent two, three, four times your budget because you're not paying attention to it being all lumped together. So I love your ordering two times a month on the budget because it avoids that, even if you have an Amazon cart full, right? I tell them that's fine.   Put it in the Amazon cart. If that's how you want to roll, put it in the Amazon cart and you press order on the order day and you see your total. Because how many times have we gone? I used to do this and I probably should do it again. I would throw stuff in the Amazon cart and then I'd wait a couple days. And if I remembered that I needed the thing, I'd go back and I'd order it.   DAT- Kristy (13:55) Yeah.   Tiffanie (13:56) Or I'd sometimes go back in and be like, I don't know why I thought I needed that. There are so many things that I did not end up ordering.   Because I just sat on it for a couple of days. So if we do that instead of the quick instant gratification, because to your point, no matter when you order, it's gonna be there in a couple days. It used to take weeks. It used to take like a month to get implant supplies. We had to schedule implants six to eight weeks out just to ensure we had the parts and the rep would still have to bring stuff. But it's not like   DAT- Kristy (14:25) Yeah.   Tiffanie (14:26) that anymore. Like there's zero competition when it comes to shipping rates, remember, or shipping   shipping days. Remember Henry Schein was like, we'll get it to you within the within the week, free shipping. And it   DAT- Kristy (14:36) Yeah.   Tiffanie (14:37) was like, yes, I'm using you because you have that, but now everybody has it. So I love that you mentioned that.   DAT- Kristy (14:42) Yeah. I love that you said the   implant thing, Tiff, because I know even back in my day it was like, gosh, it's not here, and Doctor would spend seventy-five dollars to overnight it and I'm just looking at it like, man.   Tiffanie (14:54) Yep.   DAT- Kristy (14:55) So I hope that you guys are separating out your invoices and you're really scrutinizing those truly. Tiff, you know, when   Tiffanie (15:00) Yeah. I agree.   DAT- Kristy (15:02) you were talking, one of the other ones that's really hit me hard lately is ink and and heaven forbid, guys, if you still have the Pitney Bows.   postage machine. I challenge you to get rid of it yesterday because truly in this day and age with text to pay and I hope you're not sending postcards anymore and I hope you're not sending paper statements like the ink and the postage is just outrageous and what you're paying for those machines. Get get on, use your technology. We all have it.   Tiffanie (15:37) I   agree. I loved my Pitney Bows machine when I was in office. That was a long time ago. But I was obsessed with that machine because it was so handy. But I think to your point now, even s paper statements I think are done online and a company prints it and ship and sends it. So we don't even like print at the office and touch them anymore. It's literally all done online. So yes, get rid of the Pitney Bows. I know they're really cute.   And they're super helpful. I was attached to mine, but we all gotta say goodbye at some point. I love that.   DAT- Kristy (16:10) Yeah.   Tiffanie (16:12) another area that I've seen practices like forget that they spent on is like team fun budgeting. So I just you know got my team Starbucks three, four, five times. Like I've walked into an office, I have a couple offices that do this. And if I come to your office, yes, I do enjoy this, so by all means create a budget around it.   I'll walk in and they're like, hey, we're putting a Starbucks order in, Tiff. What do you want? And I'm like, heck yeah, right? So I get on there and it's DoorDash or Uber Eats or whatever app that's gonna deliver to the office. And I'm like, bro, this is like $125 worth of Starbucks. Like that's I know I refill my app way too often and I need a budget for that, but those types of things go unnoticed. Again, because everything's just it's not cash, we're not seeing it, it's auto online.   And it's like right now. So I have a lot of practices. My practice actually with the Amazon situation, they have an Amazon bucket, but then they also have a team fund bucket. And so they   DAT- Kristy (17:15) Yeah.   Tiffanie (17:15) have a budget every month of you know profit and amount of profit that goes over to their team fund bucket and they use it or they bank it. And so they can get future items. But that was something that we had to create for that practice because their profit   was just getting eaten up because the office manager's like, well, she needed new shoes, you know? Like it's it's uniform, I'll yeah, it's not part of your uniform allowance though. So it was just like this weird spending habits. Are you seeing things like that too, where it's just these like one off yes team appreciation, but we're when we're not budgeting for it, that's where we get confused on the P and L.   DAT- Kristy (17:55) Yeah. I th I think it's funny in listening to you talk. It's so funny how it mirrors our personal life. And again, you think about going to the grocery store. If I don't have a budget, all of a sudden, I mean, think of Costco. We walk out and it's like, man, that hurt. But if we have our   Tiffanie (18:11) Yes today.   DAT- Kristy (18:12) list and our budget that we're sticking in, we leave and and we know about what it's gonna be. So to your point, we love team fun, right? We love celebrating and doing that stuff, but   Yeah, have your budget and and even more so than that, like have your budget and let your team plan it. You know, let them   Tiffanie (18:31) Yeah.   DAT- Kristy (18:31) have fun with it. But but definitely know where you're spending and know what the budget is for it.   Tiffanie (18:40) Yeah. Yeah. I love that. I actually have an office that just started a new kind of like a a kudos board, if you will, right? It's a big board and they write these kudos up there. They put the the post it sticky notes up there with so and so's name. And what they do now, instead of it being like this person got five, she gets a gift card or whatever, or we pulled her name, she gets a gift card, or he gets this. What the office manager decided to do was count up   all of the praise that's on the board at the end of the month and the number of sticky notes that she has for each one it's a dollar and then one but she has a rotating schedule so then someone is responsible for taking that pool of money and going and getting something fun for the team. And so   DAT- Kristy (19:28) Yeah.   Tiffanie (19:29) it could be a hundred dollars because they put a hundred sticky notes up there. She has she has no idea she just put the sticky notes up there and then they get that budget amount and they go   get lip glosses for the team or lunch or something with that money. And I just I thought that was really cool. But what she did was she budgeted that, right? She's like, okay, well we know what our profit is. And if I have a team allowance of X amount of dollars every month, it might roll over some months, may need more, et cetera. But she's created that budget around it as well.   DAT- Kristy (20:01) Yeah, I love that. It it's it serves so many purposes, right? Keeping the culture alive, celebrating. They could even make it around core values, but also having that budget and it gives teams something to look forward to celebrating too. So   Tiffanie (20:17) Yeah,   I agree. And give them a reason to put sticky notes up there. I'm like, heck, I'd   DAT- Kristy (20:20) Yeah.   Tiffanie (20:20) be up there all day putting sticky notes up there. You'd have to create a whole new budget.   But go ahead.   DAT- Kristy (20:25) Yeah. Tiff, you mentioned   something else. You know, a lot of us have subscriptions or apps that we're using. I think   Tiffanie (20:32) Yeah.   DAT- Kristy (20:32) those at least quarterly, it's worth taking a look at and just seeing, are we using this anymore or not? I mean, yeah, dues and subscriptions is a big area for looking for some leaks there.   Tiffanie (20:48) I totally agree. I totally agree. I know I I tell myself if it's an app or if it's a subscription that you don't want to look at, you probably need to look at it. So my Starbucks app that's very easy to be like, add 25 real quick, or I I usually add 15 or 20, but the other day it was like the 25 said get an extra star, right? And I was like, cool. What's I'm gonna add it anyways, start adding 25, start adding 30. And when you look back to see how many times you just   added whatever to that app to be able to buy from that store. And when I look and I'm like, would I have bought $125 worth of Starbucks if I were using cash? Probably not. Probably not. But it's so simple to add it to the app and spend. And that's their business, that's the whole business model. And it works and it's phenomenal. But when we're looking at monthly financial controls, I think that's a huge space, Kristy.   that we forget about, like how much are we paying for these subscriptions? And realistically, Prime, if you're not using the TV, you know, the movies, the TV shows, the whatever music, all of these other pieces, the Audible that comes with it. Like if you're not using those pieces, we're only using it for shipping, to your point earlier.   I don't know if you guys have checked this or not. I love Amazon. I'm not here to say don't use them or don't subscribe. I'm not here to say that. So Amazon don't come after us, but the shipping's like two or three days more than what it was going to be. And it really just makes you stop and think. So for your practices where you're off your your team members are just like click, click, click, it's really easy way. Those are really easy ways to your point, Kristy, to take a look at what are we actually spending.   And like you said, those are our monthly financial controls, controlling when we're ordering, how we're ordering, and how much our budget is in any perspective of the practice applies or not, really are those financial controls.   DAT- Kristy (22:52) Yeah, I agree with you so much, Tiff. So take a look inside. It's not just the health of the practice inside. It's also looking at the health of the practice from the outward perspective too. And planning, right? Plan for   Tiffanie (23:04) Yes.   DAT- Kristy (23:04) it.   Tiffanie (23:05) Yes. The planning is huge. If you're not planning, you're not budgeting, please by all means do it. And if you're here saying, I feel like it's sometimes like the blocked scheduling conversation, Kristy, where they're like, Well, I can't budget because I'm overspending and I know that. Like, no, still budget and look at how much you're overspending. You should still be saying five percent of last month's collections would be this amount to order supplies. And if you're ordering   Eight, nine, or ten percent of supplies because you're building, cool. Still be in the habit of budgeting, just like block scheduling. Well, Kristy, I can't do block scheduling because I just need patience on the schedule, and we've just started. Okay, but what if what if you put it on there and you got used to it while you're building? Same thing with the budget. Like just because you're spending more than what you should be.   Because maybe you need to right now doesn't mean you can't build the habit of at least looking at it and knowing what it should be.   DAT- Kristy (24:09) I agree with you a thousand percent because even if we say five percent, if you're at eight right now and you come in at six or seven, it's still over five, but we're gonna it adds up, right? And you're gonna be pleasantly   Tiffanie (24:20) A massive savings.   DAT- Kristy (24:21) surprised at the end. So yeah.   Tiffanie (24:24) Agreed.   Yeah, agreed. I love it. All right, action items. I love your perspective, Kristy, what you said looking at the PL's monthly and looking for the lag measures, which is everything a PL is, and the lead measures that are within that because they're there no matter what, your lead measures are in there as well. So take a look where are you budgeting, where are you not budgeting, and where are you off budget when you are budgeting? I think those are the three key pieces and look at the PL monthly.   Kristy, I knew this would be a really good one for us to ping and pong off of. Thank you so much for your words of wisdom and for being willing to jump in with me in the middle of your coaching call day.   DAT- Kristy (25:04) Absolutely, it's a pleasure.   Tiffanie (25:06) Awesome. All right, guys, go take a look at your PNLs. If you need help deciphering any of it, if you need help like putting it together, I know a lot of practices come to us and say, hey, I can't read this because it's confusing and my CPA now does it differently than my CPA before. Well, guess what? You have all the tools at your disposal to ask your CPA for what you want. So reach out to Hello@TheDentalATeam.com and we are happy to help you get all of that in order, learn how to read the PNL, do all of the pieces and budget.   We are happy, happy, happy to help and leave us a five-star review. Let us know what you thought of this podcast and any tips or tricks you may have for others and any nuggets you took away from us. And just like always, we will catch you next time.  

Episode 100 features an exclusive, deeply-intimate conversation with Derek Vincent Smith, co-founder & mastermind behind the kaleidoscopic multimedia sound-art collective/project Pretty Lights. Easily the most requested guest for the show all-time, this wide-ranging, beautiful breaux-down marks the first official DVS interview in over a dozen years. This milestone episode serves as the inaugural sesh of an ambitious, multi-part retrospective series with Derek: A Pod Thru Life Fantastic. 0:00 - ep.100 teaser/intro 3:15 - Hulaween hype sesh 4:45 - Fete du VOID blast 6:15 - Suwannee Amp Jams III 7:45 - Shoutout YAHN DAWN wknd! 9:45 - The Upful Update 11:45 - Introducing DEREK VINCENT SMITH  17:30 - CONVERSATION w/ DVS - vol.1 [133 min] 2:30:45 - Afterglow & PL Acknowledgements 2:34:00 - Celebrating 100 Episodes! 2:38:00 - A *deep bow* to my Beloved 2:42:05 - Thank You Mom 2:45:00 - ViBE Junkie JAMZ  After a half-decade of virtually-silent seclusion spent far away from the spotlight, music industry machine, and its cascade of temptation, DVS famously re-emerged in August 2023 to pilot a bombastic modular live band on the triumphant Soundship Spacesystem tours. Following years of real-time onstage improvisation, empowered research and development, plus a few personnel transitions, July 2026 saw the sudden arrival of A Trip Thru Time Fantastic.  The first three constellations (or EPs) reveal a quiver of 15 unicorn compositions, the initial drop towards a massive forty-five track studio document. The sensational record represents the first new (studio) statement from Smith & Co. since the shapeshifting avant garde of 2013's Grammy-nominated A Color Map of the Sun.  Upful LIFE host B.Getz first profiled the producer for JamBase during his meteoric underground rise in 2009. Sixteen years on down the number line, Episode 100 pulls back the curtain on one of the most enigmatic minds in modern music culture. Vol.1 of the mini-series traces the exhaustive realities and suffocating pressure of Pretty Lights' rocketship to EDM fame, splintered collaborative partnership & heart-filling reunion/rebirth with high-school bestie/PL co-founder Michal Menert, debilitating battles with substance abuse and then the rollercoaster of medicated-assisted treatment, onward to meeting his life partner Uma, the spiritual and healing journeys they embarked on together, a deliberate choice to literally disappear at the height of commercial success, and various impactful realizations uncovered whilst working towards rediscovering his creative purpose.  DVS is swiftly keen to discuss “To Stream or Not To Stream”, he loves on the Pretty Lights bandmembers: Menert, Borahm Lee, Alvin Ford Jr., new turntablist/longtime homie & behind-the-scenes PL contributor Dave Najarian aka '96', frequent special guest/ vibe curator Mikey Thunder, & numerous peeps offstage who stay steadily making things pop. We get into the nuts and bolts of “Swirl Science”, unspool the architecture of PL's cutting-edge live performance framework, get the 411 on Derek connecting with Rick Rubin and the seminal "Shangri La Sessions", then juxtapose the brilliance and modus operandi of two PL albums thirteen years apart. The convo digs into Derek's nascent pioneering of giving away music for free on the internet - and subsequent subversion of standard streaming ecosystems, & how/why it worked like gangbusters; later reprising such shrewd tactics in the 2026 landscape via PL-OS. To close out vol.1, the big man passionately explains his recent embracing of the next generation of electronic producers, many whom he clearly inspired; as they creatively reimagine the PL sonic blueprint and trademark sample-collage style. An unprecedented window into Derek Vincent Smith, from embryonic ambitions, wrong turns and shortcuts, to building a spiritual path and becoming a husband and father, to reuniting with soul brother Michal Menert and conceiving/manifesting a state-of-the-art audio-visual laboratory known as the Swirl Bridge..  As per 'The Upful Way', A Pod Thru Life Fantastic eschews standard Q&A interview formulas to deliver a fluid, soulful, and trusting conversation between DVS and B.Getz. For nearly 2.5 hours, enjoy the musical musings and raw reflections of an innovator who walked away from the limelight only to return an evolved version of self, and did it ALL entirely on his own terms.  SALUTE 100 EPS!!! yes indeedy, -bg -- Cover art by Trey Hebron    More Important Than Michael Jordan - BG on JamBase 2009 B.Getz 2023 L4LM feature on PL comeback tour/SF review BG profiles the 'Dual Fusion Unity' EP for L4LM [2025]   CHECK OUT OUR SPONSORS HULAWEEN SUWANNEE AMP JAMS III FETE du VOID DOWN TO FUNK FEST High Sierra Music Festival  BISS LIST  AARON SCHWARTZ ART LAZYMOON DESIGN for promo/poster art needs Bub and Pop Podcast   Support the Upful LIFE PLEASE RATE/REVIEW on Apple Podcasts Send B.G. a coupla' dollas 4 makin U holla! Upful LIFE on SUBSTACK Upful LIFE Patreon EMAIL the SHOW Listen/Comment on Spotify Theme Song: "Mazel Tov"- CALVIN VALENTINE

In this episode of the John Kitchens Coach Podcast Experience, John sits down with Ryan Smith, combat veteran and CEO of the Ryan Smith Home Selling Team, for a conversation on leading through adversity, hiring for grit, and why AI is about to separate the agents who thrive from the ones who get left behind. With nearly 20 years in the business and close to 4,000 transactions, Ryan brings a rare dual perspective — balancing an active military career with running a growing real estate team — and doesn't hold back on what it actually takes to build (and rebuild) a winning culture.Key Topics Covered:* Staying intentional while juggling two demanding careers* The data-driven decision to rebuild the team from the ground up* Hiring for “humble, hungry, smart” — and why the driven part is hardest to spot upfront* How agents self-select out when adversity hits, and what that reveals* Leading people who can walk away vs. people who can't* The habits (dollar-productive activities, mastery of craft) that carry agents through a down market* Ryan's deep dive into AI — from P&L analysis to building a one-to-one nurture system for 30,000 contacts* Where team leaders should start their own AI journey“It doesn't matter how many houses you sell, it doesn't matter how many years you're doing this — these things that you experience as a rookie still happen to me now, having done this for almost 20 years... It doesn't end. It's a career-long journey.” — Ryan SmithReady to think like a CEO? Book your strategy call at 7figurecall.com. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit johnkitchenscoachpodcast.substack.com

Ob mit oder ohne Internet, auf dem Rad oder im Zug, in der Höhe oder nur so halb auf der Höhe: Der Besenwagen Femmes rollt diese Woche wieder und auf dem Beifahrersitz nimmt zum ersten Mal eine Radsportpersönlichkeit ohne aktive Fahrerinnenrolle platz. Warum Sie trotzdem einen großen Anteil am gelben Trikot für Uno X hatte und welche Pläne sie in Zukunft verfolgt hört ihr in der aktuellen Besenwagen Femmes Folge mit Lin, Anna und Tanja.

„Wenn es um die Energiewende geht, dann haben sich die Kommunen auf den Weg gemacht“. Das ist das Ergebnis einer Befragung unter 600 Bürgermeisterinnen und Bürgermeistern, die die Initiative Klimaneutrales Deutschland und die Organisation heimatwurzeln im Frühling 2026 durchgeführt haben. Wie funktioniert Energiewende eigentlich da, wo sie passiert? Näheres zum Kooperationspartner LichtBlick: https://www.lichtblick.de Und hier könnt Ihr nachhören, wie die Windenergiebranche auf die energiepolitischen Pläne von Bundeswirtschaftsministerin Katherina Reiche, CDU, blickt (Juni 2026). ➡️ Artikel zum Nachlesen: https://detektor.fm/wissen/mission-energiewende-kommunale-energiewende

Tired of skyrocketing labor costs eating into your freight brokerage margins? How can AI actually streamline your operations without completely losing the critical human element?  Dan Hellmann from Envoy is back to share the real state of AI and automation in logistics. We break down how Envoy, a freight tech platform built by actual former operators, is helping brokers decouple labor costs from volume growth by automating those tedious, repetitive tasks in carrier sales and track-and-trace.  We get straight to the facts on maximizing operational efficiency, using repeat carrier networks to combat freight fraud, and why mid-market regional brokers are perfectly positioned to dominate the future with the right tech stack.  It's all about empowering your team to build rock-solid relationships instead of doing manual data entry, so tune in to hear exactly how you can leverage these tools to build a highly efficient, bulletproof brokerage!   About Dan Hellmann Dan is deeply involved in industry associations, serving as a Board Member for the Logistics and Transportation Association of North America (LTNA), an active member of the Young Executive Committee for the Transportation Intermediaries Association, and serves as a Board Member for the Denver Transportation Club.  A true veteran in the brokerage field, Dan Hellmann has accumulated invaluable experience in sales leadership, P&L management, and strategy. His journey includes successfully starting up a brokerage for a former customer, steering it to an impressive $50 million in revenue. Dan brings a wealth of knowledge and practical insights to industry events. His passion for innovation, strategic thinking, and commitment to excellence make him a compelling voice in the world of transportation and logistics.   Connect with Dan Website: https://tryenvoy.ai/  LinkedIn: https://www.linkedin.com/in/dan-hellmann-ctb/  

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

This week on the pod the boys give their thoughts on The controversial Manchester Derby result, and weigh in on Foden's red card. They also dive into the latest PL results with Liverpool, Chelsea, and Spurs all dropping points - is the Prem tougher than ever or are these teams massively underachieving? Meanwhile in La Liga and Serie A the lads discuss Madrid and Barcelona's weekend games with both squads looking insanely competitive, which team do they think can outlast the other this season? Pala and Ferms also give their verdicts on some tough results for Juve and Milan as both teams drop crucial points.Briefly touching on the Balon D'or race the boys give their thoughts on who they think is the current favourite and also ask, do recent results influence Balon D'or voting even if they shouldn't? And over on Patreon make sure to check out a new OUTSIDE THE BOX Episode down below! 

In dieser Folge sprechen wir mit Dr. Jonas Groß, Mitgründer der Digital Euro Association, über den digitalen Euro und was er tatsächlich für uns alle bedeutet. Wir klären, wie weit die Pläne der EZB wirklich sind, ab wann der digitale Euro kommen könnte und welche Rolle Bargeld dabei noch spielt. Wir sprechen über die Idee gezielter Rabatte für bestimmtes Kaufverhalten, über die Frage, ob eine Nutzung irgendwann verpflichtend werden könnte, und darüber, was das für deine finanzielle Unabhängigkeit bedeutet. Jonas erklärt außerdem offen, warum er selbst weiterhin auf Bitcoin als unabhängigen Wertspeicher setzt. Du benötigst persönliche Unterstützung bei der Aufbewahrung deiner Bitcoin? Wir gestalten derzeit konkrete Inhalte, mit denen wir dir Schritt für Schritt helfen möchten. Trage dich jetzt in unsere Warteliste ein und werde als Erstes benachrichtigt, sobald es losgeht: https://www.bitcoinverstehen.info/warteliste Jeden Montag 5 interessante Medien rund um Bitcoin und Geld sowie donnerstags die Zusammenfassung unserer aktuellen Episode in euer Postfach? Dann melde dich zu unserem Newsletter an: https://www.bitcoinverstehen.info/newsletter

eżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Geschäfte sollen nach Plänen von Finanzminister Lars Klingbeil künftig mindestens eine digitale Bezahlmöglichkeit anbieten müssen. Eine unnötige Vorschrift. Wichtiger wäre es, die Annahme von Bargeld verpflichtend zu machen. Ein Kommentar von Manfred Kloiber www.deutschlandfunk.de, Kommentare und Themen der Woche

durée : 00:02:06 - France Inter sur le terrain - Elle entame sa série de concerts, samedi, à la Plénitude Arena de Nanterre. En attendant, Céline Dion a fait le show pour ses fans devant son hôtel du 8e arrondissement de Paris, le Royal Monceau. Karaokés géants, danses, discussions, autographes… Les fans sont nombreux à l'attendre tous les jours. - équipe : Tristan Barraux, Clémentine Sabrié Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Laura hatte schon immer diesen einen Traum: Fußball im Verein zu spielen. Ewig hat sie ihn vor sich hergeschoben – jetzt ist sie ihn endlich angegangen. Warum wir überhaupt prokrastinieren und wie wir unsere Pläne durchziehen – oder auch loslassen?**********Ihr hört: Gesprächspartnerin: Laura, hat sich mit Mitte 20 endlich überwunden, ihren Kindheitstraum vom Fußballspielen zu verwirklichen Gesprächspartnerin: Michaela Brohm-Badry, Neurowissenschaftlerin, lange Professorin für Lernforschung, leitet jetzt das Europäische Forum für Positive Neurowissenschaften Gesprächspartner: Nicolas Sander, psychologischer Psychotherapeut in Berlin Autor und Host: Przemek Żuk Redaktion: Friederike Seeger, Mo Lorenz, Anton Stanislawski, Celine Wegert Produktion: Philipp Adelmann**********Quellen:Grund, A. & Fries, S. (2018). Understanding procrastination: A motivational approach. Personality and Individuality Differences, 121. 120-130.Steel P., Svartdal F., Thundiyil T. & Brothen T. (2018). Examining Procrastination Across Multiple Goal Stages: A Longitudinal Study of Temporal Motivation Theory. Frontiers in Psychoogy, 9(327).Rebetez, M.M.L., Rochat, L. & Van der Linden, M. (2015). Cognitive, emotional, and motivational factors related to procrastination: A cluster analytic approach. Personality and Individuality Differences, 76, 1-6.**********Mehr zum Thema bei Deutschlandfunk Nova:Motivation: Achtsam ambitioniert sein und nach dem Warum fragenGute Vorsätze: Warum die Umsetzung uns so schwerfälltMotivation: Wie wir wirklich dranbleiben**********Den Artikel zum Stück findet ihr hier.**********Ihr könnt uns auch auf diesen Kanälen folgen: TikTok und Instagram .**********Meldet euch!Ihr könnt das Team von Facts & Feelings über Whatsapp erreichen.Uns interessiert: Was beschäftigt euch? Habt ihr ein Thema, über das wir unbedingt in der Sendung und im Podcast sprechen sollen?Schickt uns eine Sprachnachricht oder schreibt uns per 0160-91360852 oder an factsundfeelings@deutschlandradio.de.Wichtig: Wenn ihr diese Nummer speichert und uns eine Nachricht schickt, akzeptiert ihr unsere Regeln zum Datenschutz und bei Whatsapp die Datenschutzrichtlinien von Whatsapp.

Hoje, 'No Pé do Ouvido, com Yasmim Restum, você escuta essas e outras notícias: Documentos encontrados no celular do banqueiro mostram que ele tentou contato com juiz responsável pelas investigações e passou o dia anterior à prisão articulando com funcionários do BC, jornalistas e advogados. PF faz operação contra deputado do PL e produtora do filme “Dark Horse”. Agosto de 2026 foi o mês mais quente já registrado, aponta observatório europeu. E YouTube perde espaço após Copa do Mundo, mas lidera participação do consumo de vídeo.See omnystudio.com/listener for privacy information.

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta sexta-feira (11/09/2026): Endereços do deputado Mario Frias (PL-SP) – roteirista do longa Dark Horse, sobre a trajetória do ex-presidente Jair Bolsonaro – e de Karina Ferreira da Gama, dona da Go Up Entertainment Ltda., produtora da obra, foram alvo de buscas. A Polícia Federal suspeita que pelo menos R$ 750 mil provenientes de emendas parlamentares foram desviados para a produtora. As informações foram entregues ao ministro do STF Flávio Dino para fundamentar a Operação Make Up. O pedido de dinheiro feito por Flávio ao banqueiro Daniel Vorcaro é investigado em outro inquérito, cuja relatoria é do ministro André Mendonça. As defesas de Frias e de Karina não se pronunciaram. Em maio, o senador e candidato do PL à Presidência, Flávio Bolsonaro (RJ), afirmou que todos os recursos para o filme sobre seu pai foram privados. Em um endereço de Frias, em Brasília, agentes apreenderam sete armas de fogo. Política: Moraes prepara versão sobre suspeitas; votos de Fachin e Cármen devem decidir Economia: Petrobras cancela aumento e baixa preço da gasolina em R$ 0,19 por litro Metrópole: Megaoperação contra máfia do celular usa cães para farejar aparelhos Internacional: Se republicanos ganharem, Trump promete US$ 5 mil para cada eleitor Cultura: A volta da Rádio EldoradoSee omnystudio.com/listener for privacy information.

Comentamos la actualidad del momento con El Chojin. Hablamos con Carmen Viñas, corresponsal en Berlín, y Paco Cerdá, periodista y escritor, sobre el avance de la ultraderecha europea y la situación en Alemania. Nicolás Lupo, colaborador desde Nueva York, nos habla de los preparativos para el homenaje a las víctimas del 11-S que se está preparando 25 años después del atentado a las Torres Gemelas. Beatriz Jordán, desde Radio Pamplona, nos cuenta cómo ha sido la llegada de las primeras menores desde Ceuta. Comentamos con Jon Egaña, desde Radio Bilbao, los dos suicidios de menores que se han producido en Bizkaia en los últimos tres días y su posible vinculación con el inicio de curso. Comentamos con la vocal de la Asociación Española de Cirugía Plástica la nueva tendencia en cirugía estética de inyectarse grasa de cadáveres.

Schlagabtausch zwischen Kanzler Merz und AfD-Chefin Weidel bei Generaldebatte des Bundestags, Deutscher Städtetag fordert jährlich 30 Milliarden Euro vom Bund, Angriffe zwischen Iran und den USA in der Straße von Hormus, Neue Kämpfe zwischen Saudi-Arabien und der Huthi-Miliz im Jemen, Spritpreise in Deutschland steigen weiter, US-Rüstungsfirma Covenant will Marschflugkörper in Sachsen bauen, Israels Ministerpräsident Netanjahu will gegen Bericht zu Hamas-Überfall klagen, Staatsanwaltschaft Hannover ermittelt gegen Steffen Krach von der SPD, Bundesdigitalminister Wildberger stellt Pläne für digitale Brieftasche Eudi-Wallet vor, Beisetzung von Norwegens König Harald V. in Oslo, Das Wetter

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

In this episode of HALO Talks, host Pete Moore sits down with Nico Varano, CEO of SWTHZ who initially started as a franchisee and went on to help built the company into a fast-rising player in the contrast therapy and workout recovery space. Nico talks about his fairly unconventional path from finance into to the HALO sector, reveals why focus and simplicity drive SWTHZ's unit economics, and explains how a data-driven approach helps franchisees scale profitably. With over 100 studios and private equity backing, the company is redefining the recovery sector. Listen to learn more about how the franchise's unique model is attracting operators who want to roll up their sleeves and build real community, and to get insider insights on how to thrive in this fast-evolving segment of the HALO sector. On building a competitive moat in the space, Varano states, "We want to be focused on being the best at one thing . . . which is contrast therapy. When people think about sauna and plunge, SWTHZ should be the first thing that comes to their mind." Key themes discussed Franchisee to franchisor journey and leadership evolution Traits and selection of successful franchisees Focus on contrast therapy specialization Importance of proven unit economics before franchising Data-driven approach to operational improvements Community building and plus-one session strategy Optimizing studio size, suite count, and hours A Few Key Takeaways 1. From Franchisee to Franchisor. In-the-Trenches Leadership: Nico started initially as a SWTHZ member and then a franchisee, rapidly growing his portfolio to five studios and eventually stepping in as CEO. He has kept his hand in operations, signing leases and personal guarantees. This dual franchisee/franchisor perspective creates a unique level of authenticity and alignment with operators 05:12. 2. Hyper-Focused Modality Drives Brand and Economics: SWTHZ stands out by focusing on mastering contrast therapy (saunas and cold plunges) while competitors dilute their platforms with too many modalities. This tight focus builds a competitive moat, streamlines operations, and fosters brand clarity, ensuring customers immediately associate the brand with contrast therapy 07:22. 3. Relentless Data-Driven Optimization of Unit Economics: Nico and his team are obsessed with the numbers: every dollar of additional daily profit directly impacts franchisee success and brand reinvestment. The ongoing, data-heavy approach means constant refinement of unit economics, build-out costs, and suite count per location to ensure payback periods of under 3–3.5 years . . . a huge key to scaling 08:23. 4. Community Through Private Wellness. The Plus One Effect: Despite the private suite model, SWTHZ successfully builds community: 16% of sessions now include a "plus one," up from 7% earlier in the year. Whether it's date night, book clubs, or friends catching up, the company is quickly becoming a new social and wellness "third place," offering an alternative to cafes or group fitness hangouts 15:47. 5. Operator-Minded Partners Willing to Roll Up Their Sleeves: The most successful franchisees are present, engaged, and solution-oriented who are prepared to do everything from P&L analysis to cleaning a suite if necessary. Culture fit, passion, and operational grit matter more than a polished resume. "Own it, fix it, finish it" is the operating mantra 21:05. Resources: SWTHZ: https://sweathouz.com/ Nico Varano: https://www.linkedin.com/in/nicovarano/  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

Wenn Freunde plötzlich Eltern werden, fühlt sich das Sozialleben an wie eine logistische Meisterleistung.Plötzlich dreht sich jedes Gespräch nur noch um den neuen Eltern-Modus, während man selbst versucht, das eigene Leben zu sortieren. Es ist ein Balanceakt, die Verbindung zu halten, ohne sich in dieser neuen Dynamik isoliert zu fühlen.Ich schaue mir heute an, wie man trotz völlig unterschiedlicher Alltage die Freundschaften pflegen kann. Es geht darum, das Erwachsen werden nicht als Ende der gemeinsamen Zeit zu sehen, sondern neue Wege zu finden, um auch ohne Windeln im Gepäck eine gute Verbindung zu haben.Schreibt mir in die Kommentare: Habt ihr den Kontakt zu Freunden mit Kindern halten können oder habt ihr euch auseinandergelebt? Abonniert den Podcast für mehr ehrliche Einblicke.Michi-Vlog: https://youtu.be/-6aK-sLIJcM

Die Schule in Spanien läuft wieder, der Wecker leider auch. Während Toni noch versucht, sich mit Açai-Bowl und Brombeeren in den Tag zu retten, wundert sich Felix darüber, wie aus den unbeliebtesten Beeren aus Omas Garten plötzlich ein Lifestyle-Produkt werden konnte. Danach gibt es Familien-News aus dem Hause Kroos: Der Ausgleich ist gefallen, es steht jetzt 3:3 zwischen den Brüdern. Viel Zeit zum Feiern bleibt allerdings nicht, denn anschließend wird getestet, analysiert und diskutiert. Arsenal beeindruckt die beiden aktuell nicht nur mit Ergebnissen, sondern auch mit einer neuen Art von Selbstverständnis – und Kai Havertz liefert dabei weiteren Gesprächsstoff. Außerdem meldet sich Hörer Niklas als erster Doppelgast der Podcast-Geschichte mit einer Frage über Ziele, Pläne und die kleinen Unterschiede zwischen Vorstellung und Realität. Und zum Abschluss beweist Toni einmal mehr, dass ein paar Sommertage im Kölner Wald vollkommen ausreichen, um Geschichten zu erleben, die man sich nicht ausdenken würde. Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/EinfachmalLuppen) Für Werbe- und Partnerschaftsanfragen im Podcast EINFACH MAL LUPPEN meldet euch hier: podcastbrandcooperations@seven.one

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Afternoon all,Time to talk all things Chelsea!Today we cover..* Arsenal defeat - what's missing? * Gabriel kicking Emi Martinez in the head* Are Chelsea going for free agent midfielders?* Midfield situation to be addressed next two windows? Mystery new PL midfielder considered!* Life under Alonso is positive, but it's completely normal to have concerns* Top 4 enough for this season, next season is where we need to see a serious challenge. Last chance saloon for the owners, can't keep hearing about being patient* Caicedo's injury? What's going on?* Leeds midweek in the League CupThanks for tuning in!Simon Phillips This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit sptc.news/subscribe

Being a CEO dentist doesn't have to mean fewer patients. It means leading your business as intentionally as you are clinically. Kiera gives specific tips on how you, as a dental practice owner, can shift your mindset so you're operating like a CEO and your practice is humming. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team listeners. This is Kiera. And today we're just gonna kind of like jump right into it. I hope it's an amazing day over there. And I hope, as you're listening, today this is going out to our dentist owners. and I think that a lot of dentists actually own a practice, but very few of them actually run it like a CEO. Is that fair? Would you agree? Would you not? what do you think? What do you think about that? Do you feel like that is   And the way you'll know if you're running it like a CEO or if you're just being owned by it is do you feel trapped in your business or do you feel in control of your business? And I think I want to just kick this off because there are times, and I will tell you, once you hit one or the other, that's not forever. That state is not a forever state. So just because you might be there today doesn't mean you'll forever be there. So if you're trapped, great news, you won't always be there. If you're if you're feeling in control, great, you're not always going to be there either. But   The goal is like being a CEO dentist doesn't mean that you're actually having to see fewer patients. It's about leading your business as intentionally as you are clinically. And being the leader of that, being the person who actually is setting the tone and being a CEO. And I think when I started my business, I didn't know what a CEO was. I did not know the difference between like owning a business and managing a business. Like I just thought you worked in it. but I think when I started looking at if I left tomorrow for two months, excluding your dentistry.   Could my team function? Could my practice continue to grow? Do I have systems? Do I have processes? Do I have things in place to where I could do that? If the answer is no, then great, you're still managing your practice. If it is yes, then great, you're sipping into that CEO role. Does your team have the playbooks? Do they have that? And so today I just kind of want to dig into like a CEO Dentist playbook of like, how can you lead a practice that grows without you? I will say this is tricky. Like you still need to be the CEO, you still need to have a vision, but I think it's a lot of pieces will be on mindset shifts that we're able to have.   what you can possibly do differently. And then like what are some habits that you can do to grow to have growth, profitability, and freedom. Now again, this is if you want to. You don't I also think some people get into this weird black and white. Like if it's this, it's that, or if I don't do this or I do do that. I hate when I say do do. Guys, you just heard it come through. but I hate when you don't have to have it just be black and white. All right. You don't have to have it where it's all or nothing. There can be an and   You can be a great clinician and be a CEO. You can be a CEO and you can still be in your practice. You can step out of your practice. We just want to make sure that you are not just being a clinician. And if you want to, that's fine. But just make sure we have a CEO of your business. So know thyself and be free, I think is where it is. and if you want to look and think and lead like a CEO, these might be some great tips for you of some mindset shifts and what we what we should go through to help.   The CEO Dentist focus on where your focus should be, what things you can prioritize. So even if today it feels impossible, at least you have a roadmap of how to get there. So number one, as a CEO, you own the vision, not every task. And I think that's a bold statement. Own the vision, not every task. Your job is not to do everything, your job is to create the direction. And this feels weird to me. This especially like dental assistant turned CEO. That's a weird shift. So you better believe I was the girl who did everything.   My job is to look 10 steps ahead of my doctor. I'm supposed to be on point. I'm supposed to be doing these pieces. To have now an assistant who I'm like, hey, I need you looking 10 steps ahead of me. Where am I at? Like what things are coming down the line? That's weird. It's a weird shift for me. and but just helping you see like your job as a CEO is to own the vision. And most of the time you walk out of meetings without tasks. Now, if you are having tasks, that's okay, but make sure that they're truly CEO tasks that only you can do. And usually they tie to vision.   Profit culture. That's pretty much, and sometimes it will be like leading edge of a new initiative. So if you're wanting to build out a surgery center in your business, you're probably gonna be doing that right alongside with it, with your with your office manager. So what it looks like when it's broken and you are not owning the vision, and every task is coming to you is team constantly asks you what to do. You priorities are changing weekly, doctors making every decision or a lot of the decisions, like what toys are we buying for the toy box?   when should we schedule lunch? When should we have this person in? That means like you're still doing a lot of this, you're still managing your business, you're not leading and guiding it. So, like what a CEO dentist would do is you set a clear vision. This is where we're headed, this is where we're going. You have the priorities, this is what's happening in the next three months, and then you communicate what success looks like. So you see how there's a shift. The daily tasks are still getting done. You can still oversee them. You still have a manager who you meet with.   But you're not the one doing this. You're not stamping off on that. And I will tell you, it's a really awkward, it's really weird, but it's very freeing. And ultimately what it does is it also like we're doing a mastermind talking about Dan Martell's buy back your time. And that one we've got to just make sure we figure it out. And we like when you buy back your time, I look at my tasks and I think if I can have anybody do this task for less than four X what my hourly rate is, I need to do it.   And I need to push myself into my own comfort zone. And I need to be working on things that I can't also like right now. The projects I'm working on, like I can I can do my own confirmation calls, I could book my own travel, like I could stamp off on where team members are going and PTO and like lots of people can do that. What people can't do in our company is figure out where the next level of Dental A Team is going. And I that's my job. That's what I'm paid to do. That is literally Kiera's job. I still podcast with you guys, I still hang out, like.   Other people can podcast, these are things that I really enjoy. But I've simplified it down. I only block this much time in my calendar. So I have much more of my time that's dedicated to building our company. No one else is doing that. I'm literally the only person that does it. So for you to go from solving daily problems to leading the quarterly planning, leading team priorities, having the team become proactive and less dependent on you. So that would be what success looks like. So that's building a leadership team. We love to do this. We help build leadership teams. We help you to run your quarterly meetings and   Set up those rocks and teach the team how they're able to drive and influence rather than being dependent on the doctor. You're still there. You still get to help them. You still get to influence them. You still get to mentor them. Those pieces are going to be great for you. So what happens here is teams actually need you to be the lighthouse. And my team told me this. They said, Kiera, I know you want to be in the weeds with us, but we actually need you to be the lighthouse of like where the heck are we going? Because none of us can see that. And without your guidance and your direction, we're all going to be lost. And like   I like shirk over here. To me, that sometimes doesn't feel as good because I can't check a check mark. And I know that sounds so ridiculous. And I think that sometimes this is why people do sit in the day-to-day manager rather than into the visionary CEO seat because the day-to-day tasks feel good. Having the like I'm just gonna call myself out. This is speaking to Kiera. I'm having an intervention with myself over here. This is where I am wanting to be important.   me stamping off on things makes me feel like I have control. Me telling a team what to do, there's so many people that report to me. That's a freaking ego. My team does not need that. Do you know how many great leaders and managers I have in my team? They do not need me. I do not need to be stamping off on everything. Now, do we have a maturing team right now? Absolutely. Do we have a lot of like I feel like we shook the snow globe based on where we're headed? Absolutely. But that doesn't mean it's a forever seat for me. It's a temporary, it's an interim, and I know that they know that. So it's sitting there just in the interim.   and so what I would do for this is help your team feel empowered, where we can we move you to what are the three goals for the practice? What are the quarterly plans? Who's responsible, not the dentist? And then questions that come to a doctor. I want you to truly start asking, like, is this something only I can do? And if so, solve it. And if not, start delegating and having empowering your team to do it. This will help you. This is going to have it. So   That's CEO shift number one. Number two, I would say know your numbers that drive your business. and this I've talked about, I've harped on, there's so many podcasts on this. I just want you to know your performance. So you've got to look at your numbers before things feel wrong. You need to know numbers beyond production, and you need to make decisions on those numbers always. You gotta be looking at your KPI scorecard, your overhead, your PL. And every single month minimum, you are looking at like be the CFO. Like,   A CEO works with a CFO, and until you're large enough, you need to know these numbers forward and backwards. Your office manager should be preparing them, you should be looking at them, but you have got to know the numbers of your business. I'm not saying you need to be the one who preps all the reports, but you have to know what's going on. So that way you're able to see, are we making money? Are we not making money? And I think so many dentists get into this hustle and bustle of like, I'm just gonna go produce, produce, produce. And I'm like, Do you realize that if you just spent a little bit of that production time on looking at your numbers, you would actually be able to know.   rather than guess. You would be able to work less and create more. And so I just really think for you to start shifting. So number one is you got to set the vision and the culture and you got to have your team do it. You set the priorities, you define that where we're going and you communicate what success looks like. You're not solving every decision. Next step is you're using your numbers to make every single decision and you're having a monthly meeting on numbers. Money monthly meeting there you go money monthly meeting and you know what it is.   You know your numbers today, forward and backward. You know what your overhead is. You know where we're spending more, you know where we're spending less. You know what your profit margins are, and you know what you need to produce to cover all your expenses, including paying yourself. You need to review that every single month at a minimum. Set it up with your CPA, force yourself. Like that's what I do. I have a meeting with my CPA. I don't really need to talk to them, but that's Kiera's time where it forces me to look at the numbers, to review where I'm at, to make sure that I'm making decisions based on that. And then the third thing is going from an operator to an owner.   Is you've got to have leaders and systems so there's less dependency on you. so if we lucked again, I think about myself like if I were to leave, what things are gonna break in two months? That's where we start with those systems and that scalability. and what am I going to put into play? What am I going to do? What is going to happen? Like, where is this going to get resolved? And we start having those systems and those people built into those leadership spots.   So I really want to make sure that you guys have that of this is where it's the systems, the structure and the scalability. And I think the Dental A Team does such a good job of this. Like we know the systems to put into place for you. Like they're very basic, they're very minimal. Most things can get resolved. We have decision trees that are in there. We help your leaders look at the numbers so they know how to make the decisions too while you're gone. And this way it continues to grow and there's no more dependency upon you. You can truly step away. So   If you have this, I think that oftentimes doctors and office managers are firefighters and it's like, my gosh, care, I'm so exhausted and everything's coming to me. And it's like, okay, great, we're gonna make a list of everything coming to you. We're gonna chunk those into like what categories do they fit into. Then from there, we're gonna figure out who should be the owner of this, what protocols need to go into place, and what systems could reduce this. That way, when you go, then what we typically do is we recommend that you do actually schedule like a two-week, like start there.   vacation where you're going to be gone and the practice is still going to operate. And we want to just see what breaks. We're going to do the same thing for our office manager because we want to be able to make sure that this practice can truly start to function without you. Now, again, I get to a spot and I'm like, I'm on this path and I want to be the CEO of it, and I don't want to be there every day where I have to be there. And then I actually like achieve it. And I'm like, my gosh, who is Kiera? What is it like? What is my life if this doesn't happen? And what's   What's my own like what's my purpose? And I think this is where a lot of people get trapped in the cycle of your purpose is not to be doing tasks. Your purpose, like they still need you to set the vision. It's not something I can ever stamp off and say, I've done this, this, and this. I can't stamp a check mark on a vision. I can't step a check mark on a culture. Those things are almost like these soft skills, like they're they're soft. Like I can say I have a vision, I can say I have a mission statement. I can say we have a great culture. I do check, check, check.   But ultimately they're intangibles. They're things that people feel. They're things that people experience. And honestly, when I get to a point where I'm like, wow, the business can run without me. Sometimes I go in and I create chaos because I want to be needed. And I want to just caution you that as you're going to this, whiplashing a team can actually be so detrimental to them. Sending them on, like, I want to be here. But then you come in and you undercut everybody. This is me talking to myself. I'm sure none of you do this. So sorry, Dental A Team.   I do it. And it's I have to recognize that that's ego. That's not serving anybody, including myself. It's not serving my team. So if I have great leaders, which I do, I've got an amazing leadership team. But if I constantly go in and I'm answering questions in Slack and I'll calm myself out on this of like, that was wrong. That's not my place to overstep. And I need to connect in with the leader. you can have the best of intentions, but if you're not willing to let leaders grow, you're not willing to truly want to be the CEO, don't   Preach it unless you actually are going to execute on it. You can have sluts like small setbacks, but you need to own it. You need to call yourself out and you need to move forward and your team needs to be able to trust you and have confidence with you. These are pieces that are non-negotiable for me. You have to check yourself and recognize that there's an ego that's chirping in the background, that's chirping. It's loud, it's annoying. It wants you to do all these things, but that doesn't mean that that's right. It doesn't mean that you should do that. It means that you have a chirpy ego that needs to zip it and you need to be the CEO.   You need to trust your leaders. 80% of them doing it is better than 100% of you doing it. So when you look at this for this, what are kind of the steps of you owning the vision, not every single task, you knowing the numbers of your business and making decisions based on that? And then making sure you're truly building leaders and systems that reduce dependency on you and you truly are stepping into that CEO seat, you're trusting and empowering your leaders to do it. They can do it. Develop the leaders, create accountability and build systems for consistency. And if you struggle there,   Reach out. That's what we're good at. We do this. We help you build the fundamentals for you. Get the vision in place. Teach you what your job description is. Call you out when you're stepping in your lane that you're not supposed to be in and say, get over there. They've got this. They can handle it. Teach your leaders how to run effective meetings, how to hold accountability lines. This is what it is. Your goal is not to be the busiest person in the practice. Your goal is to be the leader that helps your practice thrive and truly helps them and gets out of their freaking way.   I'm thinking about a doctor right now, and this doctor says they want to be the CEO. They say they're not growing. They're at the office all the time. And I'm like, you've got a leadership team, but you get in their way. You want the chaos. You don't get out of there. You live in this chaos day in, day out. That's your emotional home, and you go there because it's comfortable for you. You have to start doing things differently if you want a different life. So this is a call out to all of you. If you really want to be the CEO of your practice, you've got to own that step out and get out of their way and get your   chirpy ego to zip their lips. You've got to change how you lead. You've got to change how you're working. You've got to change the priorities you're doing. It's awkward. It's uncomfortable. I've surely sat in bed a few times and cried and been like, my team doesn't even need me. And then I like wipe my tears and I get up and I'm like, you will never say that again and you're going to move forward because they do need you. They just don't need you to do every task for them. I'm not an operator. I'm an owner of this business. My job is to lead.   To guide, to mentor, and to be the one who is sharp and to create the space, to give me the space to dream, to figure out the next layer, to read the books, to move into the next evolution of growth. That's my job. No one else is doing that. And that's your job as well. So if you feel like your practice can't function without you, maybe it's time to step into the CEO role and like let's be more intentional and let's get them to be able to function without you. Next level of growth is gonna come from changing how you lead, not how hard you work. So.   If you're ready to change, reach out. Hello@TheDentalATeam.com. Come to webinars or whatever it is, but make the change now. Commit to that. And your CEO role can look very different. But ultimately, the goal is to not be the busiest person, but to be the person who guides, leads, and gets out of their way and empowers your team to do this without you. Set the vacation, set the deadline, and let's make it happen. This is what we do. We help you guys. So reach out. Hello@TheDentalATeam.com. Commit to being the CEO of your practice. You can do it. I know you can. I've been able to evolve.   It's an evolution. This is why we have our mastermind in person. So doctors can talk to each other. They can share their woes. We can talk as CEOs together. We can talk about the things we're doing. We can call each other out because we see it in each other. Come be a part of that. Don't do this alone. It's really hard to do on your own. Come be a part of it. I'd love to have you be a part of it. Hello@TheDentalATeam.com And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.