Podcast appearances and mentions of Parker Brothers

Today, we're heading to a galaxy far, far away to explore the origins of Star Wars and its earliest ventures into video games, starting with the iconic Star Wars Arcade game from 1983. We begin by tracing George Lucas's long road to bringing his space opera to life, from rejected drafts and studio rejections to the scrappy production that nearly didn't make it to theaters. Then, we dive into the history of the first Star Wars games, including Parker Brothers' early Atari 2600 titles and the legendary arcade cabinet that let fans relive the Death Star trench run. Finally, we reflect on how these games captured imaginations and laid the foundation for four decades of Star Wars gaming. So, buckle in and fire up your X-Wing as we blast off on today's trip down Memory Card Lane! Find out more at https://a-trip-down-memory-card-lane.pinecast.co

Making games better and getting them into the world seems like the thing to do when your dad passes and you need money. Sounds like Monopoly. Dave Young: Welcome to The Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I'm Stephen's sidekick and business partner Dave Young. Before we get into today's episode, a word from our sponsor, which is, well, it's us, but we're highlighting ads we've written and produced for our clients. So here's one of those. [Tapper's Jewelry Ad] Dave Young: Welcome back to The Empire Builders Podcast. I'm Dave Young, and I'm here with Stephen Semple, who's been researching yet another empire for us to dissect and discuss. And today it's Parker Brothers, the game mogul. Were these guys on Game Row? Didn't we talk about it in another episode, the inventor of a game that was like he was over there in the part of town where all the games come from? I'm assuming. Stephen Semple: No, this kind of predates that. This sort of predates that. We're going way back. Dave Young: I mean, Parker Brothers, I know the name and I'm trying to even think of a game that's Parker Brothers. Parker Brothers. Who are these guys? Stephen Semple: We're going way back. The business was started by George Parker when he was 16 years old back in 1883. Dave Young: See, I was thinking you were going to go back farther than that. Stephen Semple: Really? Dave Young: These guys invented the stick. But 1883, that's okay. 1883 or 18... Stephen Semple: 1883. Dave Young: 1883. Okay. Stephen Semple: Yeah, so we're going back a little bit here, going back here a little bit. And one of the things that was happening around that time, because we're talking about the early stages of the Industrial Revolution, and one of the things that was being created was the eight-hour workday, which actually started to build leisure time for people. Dave Young: Because before that, the work day was waking hours. Wasn't it? It was just like... Stephen Semple: Basically. Pretty much. Yeah, pretty much. And so board games had started to come out, but most board games at that time were developed with an agenda. They were dealing with the moral decline of America is what a lot of them were. And they weren't really all that interesting or fun. And basically, George Parker was the youngest of two older brothers, and his father was a successful merchant, but had passed away and he had to find a way to make money. And what he noticed was at this time, capitalism was really changing. It was becoming actually acceptable. So for example, in 1840, there were 60 millionaires in the United States. By 1880, there were 1,000. Dave Young: Wow! Stephen Semple: Wealth was exploding, and people were actually able to imagine being wealthy. It was not just the aristocracy. There were actually regular people breaking through. And the first game he creates is a game called Banking. Dave Young: Banking. I'm pretty sure he didn't invent banking. Stephen Semple: But he invented a game game called Banking. And it's rejected by several publishers, but he spends his life savings, prints 500 copies, takes a month off school to go and sell it. He does sell all the sets for a profit of 80 bucks, but it was a lot of work, but gives him kind of a taste of success. And this is in the era of tycoons, and they were being admired. And Parker wanted to create an idea that taps into this. Dave Young: The Vanderbilts and all the... Stephen Semple: Yeah, the Carnegies and all of that stuff. And he didn't like business, so he convinced his brother Charles to join, and they formed Parker Brothers. So basically, Charles is going to manage the business, and George is going to create the games.

Episode #177 of the Last Call Trivia Podcast begins with a round of general knowledge questions. Then, it's time to represent your home with a round of State Symbols Trivia!Round OneThe game starts with an Anatomy Trivia question about a feature that develops in the womb.Next, we have a Books Trivia question about a reference material that was published for the first time in 1878.The first round concludes with a Games Trivia question about a board game first made by Parker Brothers in 1975.Bonus QuestionToday's Bonus Question is a follow-up to the Games Trivia question from the first round.Round TwoIt's time to celebrate what makes your state unique in today's theme round of State Symbols Trivia!The second round begins with a Beer Trivia question about a brewing company named after the official tree of its home state.Next, we have a States Trivia question that asks the Team to identify the state based on its state animal, appetizer, and shell.Round Two concludes with a Sports Trivia question about a unique state team sport.Final QuestionWe've reached the Final Question of the game, and today's category of choice is Science. Join our unit!For this Final, the Trivia Team is asked to match five different units to what they measure.Visit lastcalltrivia.com to learn more about hosting your own ultimate Trivia event!

Brian & Cargill (aka The Parker Brothers) take another gritty, violent trip to Westlake with Point Blank! I bet you're a big Lee Marvin fan, aren'tcha?Support us on Patreon! 

Die Frau, die Monopoly erfand – Elizabeth Magie Phillips ist nicht sehr bekannt – ihre Erfindung aber schon: das Brettspiel Monopoly. Doch diese Idee wurde ihr gestohlen. Und das Spiel, das sie eigentlich im Sinn hatte, wurde vergessen.

Steve Kranish, Parker Brothers Frogger   Steve Kranish is the creator of the Atari 8-bit and Atari 5200 versions of Frogger, the versions published by Parker Brothers. Parker Brothers had the rights to publish cartridge versions of Frogger. Sierra On-Line had already published versions of Frogger on floppy disk and cassette, so Parker Brothers bought the rights to use that version as the basis for its cartridge version. But there were a few problems: for one, the 13K cassette game would need to be shrunk to fit on an 8K cartridge. Another: the source code was lost.   Steve also worked on an Atari 8-bit version of the board game Risk, and a game called Baker's Dozen, both of which were unfinished. He also worked on Project Zelda, Parker Brothers investigation into distributing Atari VCS games via cable television.    This interview took place on March 2, 2025. In 2016, I interviewed John Harris, who programmed the Sierra Online version of Frogger (as well as Jawbreaker and Mouskattack). Check the show notes for the link to that.   Video version of this interview   2007 interview with Steve at Atari Compendium   Steve's games at AtariMania   Steve on Atariage   ANTIC Interview 200 - John Harris: Jawbreaker, Frogger, Mouskattack   Support Kay on Patreon

And Then There Was Fun  Justin, Stuart, and Arnie roll the dice on finding a good movie based on a board game, starting with the 1985 adaptation of the Parker Brothers classic Clue. Can butler Tim Curry (Rocky Horror Picture Show) keep the funny banter alive as he scrambles to identify the guilty amongst dinner party guests Professor Plum (Christopher Lloyd), Mrs Peacock (Eileen Brennan), Colonel Mustard (Martin Mull), Miss Scarlett (Lesley Ann Warren), Mrs. White (Madeline Kahn), and Mr Green (Michael McKean)? Hear the hosts kill it with a Microphone in the Recording Room now!

And Then There Was Fun  Justin, Stuart, and Arnie roll the dice on finding a good movie based on a board game, starting with the 1985 adaptation of the Parker Brothers classic Clue. Can butler Tim Curry (Rocky Horror Picture Show) keep the funny banter alive as he scrambles to identify the guilty amongst dinner party guests Professor Plum (Christopher Lloyd), Mrs Peacock (Eileen Brennan), Colonel Mustard (Martin Mull), Miss Scarlett (Lesley Ann Warren), Mrs. White (Madeline Kahn), and Mr Green (Michael McKean)? Hear the hosts kill it with a Microphone in the Recording Room now!

In the midst of the Great Depression, out-of-work salesman Charles Darrow sold the board game he created, Monopoly, to Parker Brothers. The game was an overnight success, and Charles became a hopeful example of the American dream. But soon, fellow game obsessives questioned Charles's inventor status. Decades later, another game creator's tireless pursuit of the truth reveals Monopoly's subversive origin story and the twisted journey it took before landing in Charles Darrow's hands.Be the first to know about Wondery's newest podcasts, curated recommendations, and more! Sign up now at https://wondery.fm/wonderynewsletterListen to Scamfluencers on the Wondery App or wherever you get your podcasts. You can listen early and ad-free on Wondery+. Join Wondery+ in the Wondery App, Apple Podcasts or Spotify. Start your free trial by visiting wondery.com/links/scamfluencers/ now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Remember when a comic book cost twenty-five cents and we could play all day with matchbox cars, Easy bake ovens, any game from Parker Brothers or Milton Bradley, baseball cards and Barbies? Join us at 6p PST/ 8P CST/ 9p EST when we look back on those happy days with our toys and games while checking the prices we would have to pay if we wanted to relive those times, today.

Did you know that one of the most popular American Board games of all time - MONOPOLY - was actually invented by a Broad?! That right! Lizzie Magie invented THE LANDLORD'S GAME to help teach the concept of Georgism to the masses, and even patented it in 1904, 30 years before the Monopoly patent was filed.  As we dive down the rabbit hole we discover not only more about the incredible multi-hyphenate and radical feminist Lizzie was, but also how her beloved game fell into the hands of Charles Darrow, and ultimately was purchased by the then-struggling Parker Brothers. Did Lizzie ever receive compensation or credit for her invention? You'll have to listen to find out! — A Broad is a woman who lives by her own rules. Broads You Should Know is the podcast about the Broads who helped shape our world! BroadsYouShouldKnow.com YT/IG/FB @BroadsYouShouldKnow & TW @BYSKpodcast — 3 Ways you can help support the podcast: Write a review on Apple Podcasts Share your favorite episode with a friend or on social Send us an email with a broad suggestion, question, or comment at BroadsYouShouldKnow@gmail.com — Broads You Should Know is hosted by Sara Gorsky. IG: @SaraGorsky Web master / site design: www.BroadsYouShouldKnow.com — Broads You Should Know is produced and edited by Sara Gorsky, with original music by Darren Callahan.

News; birthdays/events; what are you thankful for: frivilous edition?; word of the day. News; game: what are these "saxy" songs?; Nordpass says we still haven't gotten the message about changing our passwords; what's your thanksgiving pie personality? News; game: backwards songs; would you consult your s/o before you switched jobs?; what's the last dream you remember? News; game: movies trivia; a dad's rules before turning up the heat in the house (funny); goodbye/fun facts....national monopoly day...the classic board game where players buy, trade, and develop properties to win. Monopoly was originally based on a board game designed by Elizabeth Magie in 1902 called “The Landlord's Game.” The idea behind the invention was to demonstrate that an economy that appreciates wealth creation is better than where monopolists have few restrictions. in 1935 Parker Brothers released the game, it had only two versions; regular and deluxe. In 1991, when Hasbro overtook Parker Brothers, they developed many new versions of the game including Super Mario Bros, Friends, National Park, Millenials Disney and many more... and in 2008...the first-ever mobile edition of Monopoly was released for the iPhone. Since then, many mobile- and P.C. versions of the game have come out.

Arion, Rebecca and Olly unearth the origins of iconic board-game Monopoly, marketed across the United States by Parker Brothers on 5th November, 1935. Its roots lay in a game designed by Quaker feminist Lizzie Magie in 1902, intended to illustrate the theories of political economist Henry George. Her concept, called "The Landlord's Game," intended to demonstrate the unfairness of the land system. But, though home-made versions spread across the States, the game was only picked up for official distribution after being spotted by entrepreneur Charles Darrow in Atlantic City. In this episode, Arion, Rebecca and Olly reveal how little Magee was financially compensated, despite having a patent on the game; explain why the London version of the board has been played in more territories than the Atlantic City version; and consider the merits of spin-offs Gayopoly, Drinkopoly, and even the ‘Love Actually' version… Further Reading: • ‘Lizzie Magie invented Monopoly, so why haven't we heard of her?' (The Guardian, 2015): https://www.theguardian.com/commentisfree/2015/apr/10/lizzie-magie-invented-monopoly-landlords-game • ‘The Game of Monopoly is Patented' (Library of Congress, 2010): https://guides.loc.gov/this-month-in-business-history/december/game-of-monopoly-patent#:~:text=Charles%20B.,Parker%20Brothers%20bought%20the%20game • ‘The surprising history behind the board game "Monopoly"' (CBS, 2015): https://www.youtube.com/watch?v=mz5H0cg2uXs This episode first premiered in 2023, for members of

Le terme « ping-pong » est né à la fin du XIXe siècle en Angleterre, où le jeu de tennis de table a commencé à émerger comme un divertissement populaire. Ce jeu, initialement joué de manière informelle dans les salons de la haute société britannique, était une adaptation du tennis sur gazon, permettant aux amateurs de ce sport de s'amuser à l'intérieur pendant les mois d'hiver. Les origines exactes du jeu ne sont pas tout à fait claires, mais des variantes de jeux avec des balles et des raquettes sur une table ont été observées dans plusieurs cultures et périodes. Cependant, c'est à cette époque que les premières règles et équipements dédiés ont commencé à être formalisés. Le terme « ping-pong » est une onomatopée, c'est-à-dire un mot formé en imitant un son. Il évoque le bruit produit par la balle en celluloïd lorsqu'elle rebondit sur la table (« ping ») et est frappée par la raquette (« pong »). Cette imitation sonore a contribué à donner au jeu un nom accrocheur et distinctif, en particulier pour une activité qui se jouait souvent dans des environnements intimes et résonnants, comme les salons en bois. Ce nom simple et mémorable a vite gagné en popularité auprès des amateurs du jeu. En 1901, la société britannique J. Jaques & Son Ltd. a déposé la marque « Ping Pong », consolidant ainsi son lien avec ce nom. Cela leur a permis de commercialiser officiellement des équipements spécifiques pour ce sport sous ce terme. Ils ont également établi une distinction entre leur version du jeu et d'autres variantes qui se développaient à la même époque. Cependant, ce succès commercial a entraîné une certaine confusion, car de nombreuses personnes continuaient à utiliser « ping-pong » comme un terme générique pour désigner le tennis de table. Aux États-Unis, la société Parker Brothers a acheté les droits du nom « Ping Pong » à Jaques & Son, renforçant encore la marque de manière internationale. Cependant, au fil du temps, les organismes officiels qui régissent le sport, comme la Fédération Internationale de Tennis de Table (ITTF), ont adopté le terme « tennis de table » pour éviter toute association avec une marque commerciale. De nos jours, bien que « ping-pong » soit encore largement utilisé dans le langage courant pour désigner une version récréative du jeu, « tennis de table » est le terme officiel utilisé dans les compétitions professionnelles. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Episode 60: The World of Ouija! With John KozickJohn Kozik's obsession with collecting and researching Ouija began when he inherited his grandmother's board in the late 1990's. He was surprised to discover that Ouija was simply one specific brand of Talking Board, and that they date much further back than the Ouija of Parker Brothers fame. Through years of dedication John is now one of the most knowledgeable people on the subject. In 2013 he became a founding member of the Talking Board Historical Society, a group that researches and preserves the history of Talking Boards. Fast forward to 2019 - John opened the doors of The Salem Witch Board Museum to the public. It is the only museum dedicated to the history and lore of the Talking Board,boasting the largest collection of boards, obscure memorabilia, and ephemera under one roof. In May of 2024 he realized one roof was not big enough for Ouija's rich history, so he opened a second location,Witch Board Museum Baltimore. Whether you believe it's the tool of the Devil or just an innocent kid's game, a visit to the museums will allow you to learn more about this fascinating and iconic piece of Americana.Find his work at https://www.salemwitchboardmuseum.comPoetry today : Sitting Samhain by K. Holly Clark

Author Mary Pilon visits Google to discuss her book, "The Monopolists". The book reveals the unknown story of how the classic board game Monopoly came into existence, the reinvention of its history by Parker Brothers and multiple media outlets, the lost female originator of the game, and one man's lifelong obsession to tell the true story about the game's questionable origins. Most people think Monopoly was invented by an unemployed Pennsylvanian who sold his game to Parker Brothers during the Great Depression in 1935 and lived happily--and richly--ever after. That story, however, is not exactly true. Ralph Anspach, a professor fighting to sell his Anti-Monopoly board game decades later, unearthed the real story, which traces back to Abraham Lincoln, the Quakers, and a forgotten feminist named Lizzie Magie who invented her nearly identical Landlord's Game more than thirty years before Parker Brothers sold their version of Monopoly. Her game--underpinned by morals that were the exact opposite of what Monopoly represents today--was embraced by a constellation of left-wingers from the Progressive Era through the Great Depression, including members of Franklin Roosevelt's famed Brain Trust.  A fascinating social history of corporate greed that illuminates the cutthroat nature of American business over the last century, "The Monopolists" reads like the best detective fiction, told through Monopoly's real-life winners and losers. Originally published in April of 2015. Visit http://youtube.com/TalksAtGoogle/ to watch the video.

[00:00:00] Vonna Laue: One of the indicators for nonprofits that anyone who hears me speak knows that I'm always going to harp on a little bit, and that is available cash. Not just cash, because you can look at the balance sheet and see, wow, we've got $700,000 in cash. If that's what the board looks at and starts making decisions based on, you could find yourself in trouble because the available cash that I'm talking about takes that cash number, but then it subtracts two things out of there. [00:00:33] Vonna Laue: It subtracts the things that we're going to pay this week. So maybe we've got payroll coming up this week and we've got a bunch of accounts we're going to pay. I'm going to take that out of there. And I'm also going to take out any temporarily restricted funds that have been given by donors for a specific purpose. If those amounts are held in that cash number, I'm going to back those out. If you back out those two things, that $700,000 might be $200,000. And that board and those leaders are going to make significantly different decisions based on $700,000 versus $200,000.  Right? That's a financial metric. ++++++++++++++++ [00:01:10] Tommy Thomas: You and I have a mutual friend, Alec Hill, former President of InterVarsity. And he wrote of some of the pain and suffering he experienced while being the President of Intervarsity. And he writes, if we pause and reflect long enough, pain is a great teacher. Our character can be transformed more through a day of suffering than a month of study. As I think about your book that's coming out here in a couple of weeks, I would imagine that played into the writing of the book. [00:01:39] Vonna Laue: You are absolutely correct. So, the book is Glad I Didn't Know, and then it's subtitled Lessons Learned Through Life's Challenges and Unexpected Blessings, so it absolutely does play into that. The premise of the book is that there are a lot of difficult things that we go through that if we'd known in advance, we would have done everything we could to avoid those, but if we had avoided those, we'd have missed out on what God had planned for us and the lessons that we learned as a result of it. [00:02:12] Vonna Laue: The flip side of that is also the unexpected blessings. And when I look at things like serving on the World Vision Board, if someone had told me in advance, you're going to be on the World Vision Board. I'd have thought, okay, I need this education and I need this experience and I need to network with this person, and I'd have totally messed it up. But I just faithfully follow one thing to the next. And so would totally agree with Alec there. And I'm glad I don't know a lot of the things that I'm going to go through. And each time we go through something, it makes it a little bit easier the next time to look back on the faithfulness of God and realize, okay, we're going to come out the other side of this and there will be blessings as a result of it, even though it's a challenge at the time. [00:03:01] Tommy Thomas: What lesson did you learn from writing this book? A real practical question. [00:03:07] Vonna Laue: Yeah. One of the things that just in the process that I learned initially, I had chapters for the whole book, and I was just going to write their life stories. And then in some discussions and some just careful consideration, I realized if I did that, it would be really easy for a reader to say, oh, that's nice for that person and dismiss it. And the applicability that it had to their lives. And so, within the book, there are 16 other contributors that all contributed a story of their life that they were glad they didn't know. And so, the encouragement there and just the lesson was if we're willing to be honest with ourselves and honest with those around us, we've all got those stories and in sharing them, there is a blessing to be had both by the giver and the receiver. [00:04:09] Vonna Laue: Tommy, I had a number of people that wrote chapters that when they submitted them said something like, I needed to do that. Or it was a blessing to me to go through this, and there were a few people that I had ideas of the stories that they would contribute because I knew specific things about their life. But all of them, I just asked them to do a story. And many of the ones that I thought the story they would do was not the story. They actually contributed. And so fun to see, just how God's orchestrated that. [00:04:45] Tommy Thomas: What's the most dangerous behavior trait that you've seen that can derail a leader's career? [00:04:54] Vonna Laue: I'm going to look at, especially those who have been leading for a long time. A few years ago, I was pondering a few of the leaders that had not finished well. And, you get, I think you use the word distinguished when you introduced me and I translated that to experienced or old, one of the two, some length of time and so as I think about that, it really hit home. Partially because of the people and the disappointment that I had in the situation, but partially because I realized I'm not in the first half of my career. And so, I want to make sure that I do what I can to finish well. And so back to your question. One of the things that really came out to me was the idea of having people speak truth into your life. The more experience we gain in leadership, the scarcer it becomes to have people who will candidly share the truth with us. With time, leaders tend to surround themselves with fewer people who are ready to speak honestly and openly with them. [00:05:51] Vonna Laue: And the longer we lead, the fewer people I find that leaders have around them that are willing to speak truth into them. We talk about being put on a pedestal. That can happen in a number of different ways. It doesn't mean we're famous. Doesn't mean we have all the glory that some of the people you would think of might have. It can happen to any leader, but we rise up far enough in our career or our organization that we just don't have as many close confidants around us that will challenge us. That will speak truth. And I think that when that happens is when people are more likely to not finish well. [00:06:38] Tommy Thomas: I'm sure. Ross Hoskins at One Hope, he says, surround yourself with people who know you better than yourself and will tell you the truth out of love.  This is how we grow. [00:06:49] Vonna Laue: Amen. He just perfectly summarized what I would agree with. Perfectly. [00:06:57] Tommy Thomas: So, if you were going to write another book and this book was going to be about the burdens of leadership that only the president or the CEO can bear, what would be some of your chapter headings? [00:07:10] Vonna Laue: Have to think about that one a little bit……Chapter headings? [00:07:18] Tommy Thomas: Or topics that you think have to be talked about. [00:07:22] Vonna Laue: Yep. I think the topics definitely are similar to what was just said, choosing people that are extremely accomplished to be around you. We talk about having smarter people than you. I'm a big fan of that. I would also say working in a team. We are not as good by ourselves as we are with a team around us. And so, when you're looking at that key leadership position, you're only as good as the team that is around you. I think also you've got to have that personal and spiritual aspect to it. So encouraging leaders, I often find, and as I speak on personal leadership, when I'm at my busiest, the two things that are easiest for me to give up are my workout and my devotion time. The two things I need most when I'm busiest are my workout and my devotion time [00:08:19] Vonna Laue: The two things I need most when I'm busiest are my workout and my devotion time. And so reminding leaders that you're only as good as you are healthy. That's really important and that's, in a number of different way,s that health spiritually that health physically and the health relationally, you know that you don't sacrifice those relationships that are closest to you because you don't get the time back. We often say I'll do that when this project is over. I'll do that when this season is over. And I think all of the people listening to this podcast probably realize there is no normal, right? We used to say when things get back to normal, I'll do this. And that hectic life that we live as Americans, I think is just normal. And so those are a few of the keys that I think are so crucial for leaders. [00:09:18] Tommy Thomas: I remember when I interviewed Rich Stearns and I'm not going to remember the person's name, but he was talking about his career at Parker Brothers, and he said that there was one of the people in the family that didn't know anything at all about toys, but he knew how to hire a team and that was what made the success of Parker Brothers was this man's ability to bring people onto the team that could lead. [00:09:41] Vonna Laue: I would fully agree with that. I mentioned that I usually am doing a lot of different things. So right now, I'm serving as the COO and CFO of an organization and director of internal audit for another one and doing some audit and advisory with a third and some projects, all of that. But the way that works is the teams that are established in each of those places. Within the team, the mission's organization where I serve, the director of global services role that I have, that's like the COO role, that has operations and finance and personnel and IT and security, that's a lot just in and of itself, but I have four phenomenal directors. That they need encouragement. [00:10:31] Vonna Laue: They need a champion, and they need a sounding board. And as long as I can provide those things, they will do their roles far better than I ever could. In fact, I often say when you hire, you better keep them happy and keep them around because you probably can't do their job. +++++++++++++++ [00:10:50] Tommy Thomas:  If you were creating a dashboard to get at a nonprofit organization's health, what would be some of your dials? [00:10:57] Vonna Laue: Oh, I love dashboards. You just spoke one of my love languages there. So, one of the things that I think is key to a dashboard is that I'm a CPA, so it has to have some financial indicators on it, right? [00:11:11] Tommy Thomas: Absolutely. [00:11:13] Vonna Laue: You have to have those. And the basic ones, you're going to have some things like where you are versus, actual. And you're gonna do some trend analysis in that a little bit, I say, this way in a church. Everybody knows it's December. What season of the year is the lowest attendance and the lowest giving season? Always summer, right? And how do we know that? It's because of trends. And so, trend information can be really helpful.  So, I think that a dashboard should include trends. One of the indicators for nonprofits that anyone who hears me speak knows that I'm always going to harp on a little bit, and that is available cash. [00:12:08] Vonna Laue: So not just cash, because you can look at the balance sheet and see, wow, we've got $700,000 cash. If that's what the board looks at and starts making decisions based on, you could find yourself in trouble because the available cash that I'm talking about takes that cash number, but then it subtracts two things out of there. It subtracts the things that we're going to pay this week. So maybe we've got payroll coming up this week and we've got a bunch of accounts we're going to pay. I'm going to take that out of there. And I'm also going to take out any temporarily restricted funds that have been given by donors for a specific purpose. [00:12:46] Vonna Laue: If those amounts are held in that cash number, I'm going to back those out. If you back out those two things, that $700,000 might be $200,000. And that board and those leaders are going to make significantly different decisions based on $700,000 versus $200,000. Right? That's a financial metric. But as far as dashboards as a whole, my real encouragement there is to look at what your key drivers are. So, look at the financial pieces that you need to monitor, but also look at your non-financial and make sure that they are included in that dashboard as well. Maybe it's your turnover percentage. Maybe it's your involvement in X program. How many meals are we feeding? How many beds have we provided depending on what your program is, but that dashboard report ought to tie to whatever your strategic plan is, so the strategic things that you're looking at. Those are the guideposts of that dashboard that you're going to be monitoring to make sure that your strategic plan is being fulfilled. [00:14:00] Tommy Thomas: On a little bit lighter note, but still probably following the same track. If you were a judge on a non-profit version of the Shark Tank and people were coming to you for early-stage investments, what questions would you need solid answers to before you would open your checkbook? [00:14:18] Vonna Laue: I'm always going to want to know what their budgeting process is. Again, you're asking an accountant. I want to understand that. I want to understand who they've vetted this with. What are the focus groups that you've talked to? Who are the mentors or coaches that have processed this with you? What are your strengths? And where you don't have strengths, who are the people that you have identified and already discussed with that are going to come around you to shore up those weaknesses, if you will. So those are a few of the things that I want to make sure that this is well thought out and it's not just the flavor of the week. [00:15:00] Tommy Thomas: Let's go to board service for a few minutes. So, you're now the chairman of the World Vision Board, or the chairperson, I guess I should say. Give us some highlights of what you've learned about the Chairman's role. I know you watched Joan for several years and watched her successes, and I'm sure lack of on some days. What have you learned there?  [00:15:22] Vonna Laue: I will tell you, Tommy, when they asked me if I would consider taking the chair role, the first thing I said was, did you ask this individual? And I named someone from the Board, and they said, yes. And he serves on a couple of large for-profit boards and doesn't have the time and capacity. And I said, okay, as long as you've shown the discernment that you asked him first, we're good. But then I actually went to that individual and I said, if I do this, will you coach me? Would you be willing to debrief with me after the meetings? [00:16:01] Vonna Laue: And honestly, we just finished up meetings on Tuesday this week. And he and I have a call scheduled for Monday. And he said I'd love to do that. He graciously agreed. And so that, to me, was important. Because I didn't know the role. I had served on the board, but that role is different. And so, the relationship between the Board Chair and the CEO is obviously the most critical. We have a pretty, no, we have a very sophisticated board. I'm odd by who God has assembled in that room. And so, when I first came into it, I would say I was just trying not to embarrass myself, but they are such a gracious group of people. "To run an effective Board Meeting, I review agendas and pre-reads in advance, addressing my questions beforehand so meeting time is focused on others' concerns." [00:16:51] Vonna Laue: And it's important to me that the meetings are well run. And that means I want to see the agendas in advance and speak into those. I want to see the pre reads in advance and have gone through all of those so that if I have questions, I can answer them. I'm not asking those questions during the meeting that's reserved for others, and that those may be questions that others would have. So, let's get those addressed in the pre reads or be prepared. So, I think that the preparation that goes into the time before the meetings is critical. ++++++++++++++= [00:17:26] Tommy Thomas: So, here's a couple of quotes about boards and board chairs. And one is the Chair and the CEO must learn to dance together. And neither can stray very far from each other's gaze or proceed independently. [00:17:42] Vonna Laue: Yeah, I would agree with that. Those are two key roles in the organization. And you have to, I'll use the same analogy I used before. You better be pulling in the same direction. The Board Chair has a responsibility to be the voice on behalf of the Board, and so I feel like that's an important responsibility that it's not Vonna's opinion that I take into there. I seek wise counsel from my board and want to make sure that when I'm having conversations with my CEO, that either the board is informed about those things or that, I'm able to speak on their behalf. But on the day-to-day interactions, if you will, or week to week, those two leaders better be aligned. [00:18:30] Tommy Thomas: Another one, Dr. Rebecca Basinger. Governing boards are charged with safeguarding an institution's ability to fulfill its mission with economic vitality. To this I add, responsibility for tending to the soul of the institution. [00:18:50] Vonna Laue: In an institution like World Vision, the soul of that organization to me is very critical. And it's interesting. I chair the World Vision U. S. Board. I have the privilege of also sitting on the World Vision International Board because we are a federated model and there are World Vision offices around the world  and Christ at the center is one of them. It's our foremost principle by which we operate. And, if that's not lived out in the board, the tone at the top is critical for everything. And so, I would agree that the soul of the organization starts with tone at the top. [00:19:32] Tommy Thomas: So, it's been my experience that the good news about having successful executives on the board is they're used to getting things done. The flip side is that they might have a hard time taking off their CEO hat and putting on their board member hat at a board meeting. Have you experienced that? [00:19:53] Vonna Laue:  To the credit of the current board that I have at World Vision US, I would say I don't struggle with that there. There is a spirit of collaboration by God's grace that exists within there. And so, people are willing to share their experiences and their opinions, but they're not sold on them. They're very open. Have I experienced it in other boards? Absolutely. And one of the challenges that I see in the nonprofit sector, Tommy, is that there are experienced board members that come in with for profit expertise. [00:20:32] Vonna Laue: Which, 90 percent of the time, is fantastic. 10 percent of the time can be challenging because there are unique things. I say if you don't believe there are uniquenesses, go ask the local Ford dealership how many contributions they've received this month. You know what I mean? They don't get any of those, right. There are some unique things. There are some unique laws and regulations that either do apply specifically or specifically don't apply. And so in some board settings, I've seen where for profit leaders have a hard time taking off that hat and being able to understand the nuances that are involved in a nonprofit organization, but really, it comes down to the spirit of humility and service. [00:21:21] Vonna Laue: And one of the things that when you contacted me first, I believe that you couched it this way and said, would you be willing to be considered for board service at World Vision? And I tell people that I responded to you, I'm willing to be considered, let me pray about it. And that I said, that's not trying to buy time or push you off. I legitimately meant that because I think that you have to be passionate about a ministry or a nonprofit board that you're going to serve on. And if you don't have that passion for that particular organization, then you find another one that you can be, because I think that passion is really important in the boardroom. [00:22:07] Tommy Thomas: You and I are old enough to remember the Enron crisis and of course much has been written about it. One writer said that certainly part of the problem was that the board didn't dig deep enough into the financial situation at Enron. How do you ensure that your board members are asking the right questions? Of course, you've been a CPA, that might be an easier thing than another board chair, but I think that is critical. [00:22:35] Vonna Laue: It is, and there are so many things that we have to balance in board member selection. We want to balance Equity and Diversity. We want to balance, within that age. I just encouraged us earlier to consider younger board members and what they can contribute. One of the considerations is what is the expertise that they bring to the board and what skill sets do we need on the board? And the reason for that is to ask those right questions. If I've got an audit committee and I don't have anyone that understands audit and finance, that's problematic. And there may be some that just said, of course I can tell you I have presented to a number of audit and finance committees in my career. [00:23:27] Vonna Laue: That they didn't have an auditor finance expert in that entire committee. In this day and age, we're looking at who has digital experience, who has cybersecurity, or IT experience, and it changes over time. The needs of the board today are different from the needs of the board 10 or 20 years ago. So that's a challenge to us individually as board members to continue growing and learning. But it's also a challenge to us to make sure that we're recruiting the right board members. So, to your point, you've got people in there that can ask the questions of, is this a good investment? Is there a legal liability associated with this? [00:24:10] Vonna Laue: Have we got the right protections in place? What's the end result of this potentially going to be? We don't make a short-sighted decision that we're looking at the long-term impact. What are the reputational impacts of these? We have two roles on the World Vision U. S. board that are assigned at every board meeting. And one of those is the keeper of the core documents. So that person is responsible throughout the discussions to be considering how that discussion or that particular agenda item is tied to our core documents, if there's any implications, and one of them is the responsible skeptic, and that is a formal role that person is assigned in those board meetings, and as we're having discussion, we want somebody to be identified that will challenge and say, wait a minute, back up. [00:25:01] Vonna Laue: Let's not get into group think here. What about, and that they know that they're not just putting their opinion in their hat that they've got this particular role. So, I think those two roles have been really helpful in our setting for our board. [00:25:15] Tommy Thomas: I spoke to Dr. Linda Livingstone at Baylor.  I was asking her about this. I didn't use the word responsible skeptic. I guess I had another phrase, but she said, they usually show up. You don't have to appoint them. [00:25:28] Vonna Laue: I heard that. I heard it when she said that. And I laughed and I thought, that's a healthy board actually, for the most part, because Proverbs talks about iron sharpens iron, and that is really helpful if people are willing to speak up. Oftentimes, we're Christian nice and we don't want to challenge each other and we need to be able to speak up and make sure that all of the facts, all of the considerations are on the table. [00:25:58] Tommy Thomas: I sense that probably the role or the function of risk management has increased for a board over the last decade or two. Am I making a good observation or not? [00:26:13] Vonna Laue: The only thing I would say is that might be the understatement of the year, potentially. Absolutely. The risks that we face and maybe I'm going to oversimplify this, but I think, they used to be known, right? You've got trip hazards. That's a physical risk. You've got the risk of fraud. You put controls in place. Those were known risks. What we face now, to me, are a lot of the unknown risks. What's happening in the cyber world? What's happening with opinions? Reputational risk has increased so significantly, and because it's so easy, and I'll be careful to say this is Vonna's opinion, so please don't ascribe this to any organization that I represent, but, because it's so easy on social media and other media, avenues to state an opinion, and it becomes a perceived fact. [00:27:12] Vonna Laue: Thank you. And for an organization to then have to battle something, that's a reputational risk that we have to consider. And yet we can't control, which is a difficult place to be. [00:27:26] Tommy Thomas: Do y'all have a time in each board meeting where you talk about external threats or is that relegated to your CEO to bring those to the board?  How does that work? [00:27:38] Vonna Laue: Practically? Many of the organizations that I'm associated with have an enterprise risk management or a risk assessment process, and there are people within the organization that are specifically identified that are responsible for that. Not that they're responsible for the risks, but they're responsible to make sure that it's updated. The way that I tend to do it with some organizations is, brainstorm across the organization, pulling together leaders from the board. Leaders from different ministries or departments, people in different functional departments, IT, HR, finance, and just let them brainstorm. What are all the risks? [00:28:23] Vonna Laue: I've done this a few times and it's pretty common that you end up with 600-700 risks that are identified and then categorizing those into whatever categories are helpful for you. But things like regulatory, legal, physical, financial, reputational, operational risks. And then once you do that, you can identify what's the likelihood this would happen. And if it did happen, what would the impact be? So low, moderate and high. And that helps you distinguish, like, how significant are these risks? And when you've got them categorized like that, it stands out, like who the owner of that is, right? Those legal risks are either an in-house or an outsourced general counsel, your physical risks might be the facilities people, whoever, but having an owner for those. High and moderate risks should be mitigated through measures such as insurance, internal controls, or policies. High risks, in particular, should be continuously monitored by leaders and the board, to ensure they are well understood and managed effectively. [00:29:16] Vonna Laue: The high and moderate risks ought to have some mitigating measures in place, whether it's insurance or internal controls or policies. And to me, the high risks should always be in front of the leaders and the board. Usually that's an annual process that they would be taking a look at that to make sure that we understand these risks. We're aware of them because we're responsible for them and we also are aware of the mitigating controls that management has put in place and those seem reasonable. So, I don't necessarily feel like at every meeting, sometimes there are committees. World Vision International, I serve on the audit and risk committee. [00:29:59] Vonna Laue: We have it as a specific component of that committee. So every one of our committee meetings, there is a risk component to that we are looking at. But definitely on an annual basis, that ought to be a discussion that boards are having regardless of the size of the organization. +++++++++++++++++ [00:30:15] Tommy Thomas: This could probably be a whole podcast, but maybe we'll probably limit it. But I would be remiss if I didn't ask an artificial intelligence question. I guess that could fall under risk. It could fall under opportunity. Your thoughts as you sit at 50,000 feet looking down on the nonprofit sector, what's going to happen in the coming years that we need to be aware of? [00:30:41] Vonna Laue: I think it's all of the above. It's opportunity. It's risk. I mentioned earlier that boards are encountering different things now than they did 10 years ago, and they have to be learning individually. And as a board, this is a perfect example of that. We, as board members, have to be learning. We have to adjust to and understand this new technology. Actually, our board had the privilege of sitting in an hour-long session this past week with an AI expert. I think we all walked out of there a little terrified and a little concerned about what this looks like. And that's a great place to be, right? [00:31:25] Vonna Laue: Because it means we know that we've got to lean in. I remember a number of years ago, I think it was about 2006, Walt Wilson, who started Global Media Outreach, he had been one of the initial executives at Apple, and I remember sitting with Walt at that time, and he said, the day will come where you just use apps for everything. And I was like, what's an app? And he's like oh, you'll just push a button. And then it'll bring up all the information for that company. And you'll do everything on this app. And I don't know Walt's age exactly, but I would say he was probably in his early seventies at that time. And I was like, that's crazy. [00:32:10] Vonna Laue: And then I realized, now, he was absolutely correct. And he had the foresight to see that. And I tend to believe that's where we will be with AI. This is here. We better figure out how to harness it. We better figure out how to use it well.  Organizations are just starting to formulate AI policies, what they will allow, what they won't allow. I fully believe that we'll look back on those initial policies five years from now and laugh at ourselves. But we've got to start somewhere and the ability that it will give us and the doors that it opens. I don't think we should be scared of it. But I think that we have a responsibility to do it. Worry less about being supplanted by a chatbot and more about being outpaced by someone adept at using AI to drive corporate success. [00:32:51] Tommy Thomas: I read an article recently and the guy was talking and he said people shouldn't be worried about being replaced by a chat box or something.  They should be more worried about being replaced by somebody who knows how to use artificial intelligence to the advantage of the corporation. [00:33:09] Vonna Laue: Oh, I think that's a great line because the functions that it will be able to take the place of you probably don't need to worry about those, but yeah, the technology that goes along with it, make sure that you're one that knows that. And I'm getting articles from fellow board members on a pretty consistent basis. Some of our staff liaisons in the organizations I serve, there is a lot of information that's out there and I would just encourage any of the board members don't be overwhelmed by it. We all have other responsibilities, right? [00:33:46] Vonna Laue: None of us are going to go get a PhD in AI. But as we start to gain an awareness, I think we'll understand better what our responsibility might be as board members. [00:33:59] Tommy Thomas: Let's try to bring this thing to a close. I've taken probably more of your time than you had allocated for me today and I'm grateful.  If you could get a do over in life, what would that be? [00:34:12] Vonna Laue: I mentioned earlier, there were probably a couple of meetings, partner meetings that I wish had gone differently. Quite honestly, Tommy, that's the only do over I might take, but I am very thankful to have lived my life without regrets. And that, to your point about failures and everything else, there's value to be had in the experiences that we have encountered, and to lose out on those. I'd probably just mess something else up. So, I think maybe I'll keep the ones that I have. [00:34:50] Tommy Thomas: Do you have an “I wish I had started this earlier moment in your life?” [00:34:57] Vonna Laue: Oh, I would say the one that I've done often on, that I wish that I was more consistent about, is just memorizing scripture. So I know a lot of people that are good at that. I have gone back to that, incorporating that on a daily basis. And if that's where the foundation of my decision making is coming from, I wish that I had a little bit more of that ingrained. [00:35:25] Tommy Thomas: Final question. If you could give a younger version of yourself a piece of advice, what would it be? [00:35:32] Vonna Laue: I learned this a little bit later. It wasn't too late in life, but one of the most important leadership principles that I feel like I've learned over the years, I'd love to just close with for your group, for your audience. And I think it applies that I would have wanted to know this. As soon as I could, and that is when we have a person in a position that they're not succeeding in, we often in the Christian ministry world feel like we're Christians, we can't let somebody go and I believe that when God calls us to something, he doesn't call us to be miserable or ill equipped for it. [00:36:18] Vonna Laue: And so, when we keep somebody in a position that they are not competent or capable of, we're doing a disservice to them. To two people in two organizations, at least we're doing a disservice to that person because we're keeping them where they can't thrive. And it's very hard to make a change. When I stepped away from the managing partner role, that was incredibly difficult. Most of us don't like change. And so even if we're not happy, and fulfilled in a position, it's still comfortable. So, we're doing a disservice to them. We're doing a disservice to our organization because we don't have the right person in the job. We're doing a disservice to whoever ought to be in that position because we haven't opened it up for them to be there. [00:37:03] Vonna Laue: And we're doing a disservice to whatever organization this person is supposed to work for because we haven't released them to go do that. And so I guess I'd come full circle with something I said earlier, and that is people are the key to what we do, throughout life, in personal matters and professional matters. And so, stewarding the people in our life well is something that I think we all need to do. And it would have been great if I'd have learned that earlier on as well.   Links and Resources JobfitMatters Website NextGen Nonprofit Leadership with Tommy Thomas The Perfect Search - What every board needs to know about hiring their next CEO Glad I Didn't Know: Lessons Learned Through Life's Challenges and Unexpected Blessings   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn Follow Vonna on LinkedIn   Listen to NextGen Nonprofit Leadership with Tommy Thomas on: Apple Podcasts | Spotify

Welcome to "Julyin!" Our send up of whodunnits and mysteries begins with the 1985's "Clue".

We are family! Facts and quizzes about siblings. Get on board with Colin's Parker Brothers game quiz. Do you know your city's sister city? And why is that a whole thing? BROS. vs BROS and an old-timey name abbreviation quiz. And get your ears working hard with a sibling band music round that, of course, has a secret theme. For advertising inquiries, please contact advertising@airwavemedia.com! Learn more about your ad choices. Visit megaphone.fm/adchoices

This isn't your average podcast—there are no scripts, no prep meetings, and no agendas. Just genuine, unfiltered conversations captured on camera, making it one of the realest experiences on the internet. Dive into the fascinating world of game development and industry insights with Tom Dusenberry on The FreeMind Podcast. In this engaging episode, Tom, the former president of Parker Brothers and a luminary in the gaming field, shares his journey from the loading dock to the boardroom, revealing the dedication, innovation, and strategic thinking that propelled his career and shaped the entertainment landscape. Discover how Tom's focus on fun has influenced major game titles and brands like Star Wars and Roller Coaster Tycoon, and how he navigated transitions from board games to digital, transforming gaming experiences worldwide. Whether you're a gaming aficionado, an aspiring developer, or someone intrigued by the evolution of entertainment technologies, this episode offers a treasure trove of insights on creating compelling products and staying ahead in the dynamic gaming industry. Tune in to learn how the blend of passion and innovation drives success in the game business, directly from a veteran who's been at the forefront of the industry's evolution.Don't forget to subscribe for more insightful episodes!www.TheFreeMindPodcast.comThe FreeMind Podcast is brought to you by The FreeMind Group. The FreeMind Podcast: a compelling journey into the minds of the most resilient and visionary founders and leaders of our time. Hosted by Nate Fochtman, this podcast shines a light on the unwavering grit and determination it takes to transform bold dreams into reality. Each episode is a deep dive into the stories of those who dare to dream big and refuse to give up, offering listeners not just inspiration, but a roadmap to achieving their own lofty goals.From tech innovators to social entrepreneurs, our guests share the challenges they've faced, the setbacks they've overcome, and the pivotal moments that have shaped their paths. The FreeMind Podcast is more than just a series of conversations; it's a source of motivation for anyone looking to leave a mark on the world. Tune in to discover the perseverance and passion required to lead and succeed in today's dynamic landscape.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-freemind-podcast-unveiling-the-grit-behind-innovation-and-leadership--5189978/support.

On today's episode, the boys do a quick review of Ms. Monopoly. Don't worry, they don't play it, just ridicule it a bit. After which they play a superior game, Printworks Movie Geeks. Movie Geeks is a card game where the boys have to identify the actor on a card based on the character drawing of them. Catch new episodes of the Where to Stick It Podcast every Tuesday and Thursday. If you like the show, please consider supporting us on Patreon where we upload exclusive content each month for only $3 a month.

We head to Massachusetts to speak with horror writer, Paul Tremblay. We learn about witches, Parker Brothers, having a book adapted into an M. Night Shyamalan movie, and some good concert venues!

A board game adaptation of a video game can just be a license slapped onto a Parker Brothers game. But Matt & Geoff attended PAX Unplugged this year and found that there's plenty of love and depth to be found in bringing beloved franchises from controllers to cards and dice. We have a Patreon! Gain access to episode shout outs, bonus content, early downloads of regular episodes, an exclusive rss feed and more! Click here! You can find the show on Twitter, Bluesky, Instagram and YouTube! Please rate and review us on Apple Podcasts! Rate us on Spotify! Wanna join the Certain POV Discord? Click here!

After a quick discussion about how A.I. made the new Beatles song poassible and a look at Apple's Scary Fast event, Brian and Angelo dig into the history of the ouija board, and discuss the origins and the dangers associated with it.

you can watch this episode on ⁠http://youtube.rtownpod.com⁠ or on ⁠http://spotify.rtownpod.com⁠if you want to see this week's top 5go to ⁠http://www.r-townpodcast.com⁠ Headlines: Donald Trump testifies along with his children Thirty-five African elephants in northwestern Zimbabwe dropped dead under baffling circumstances between late August and November 2020. Eleven of the massive herd animals died within a 24-hour period. Earlier that same year, about 350 elephants in neighboring northern Botswana also had died suddenly over the course of three months. evidence of infection by a little-known bacterium called Bisgaard taxon 45 that caused septicemia, or blood poisoning. The deaths took place as food and water resources dwindled during the dry season, forcing the elephants to travel increasing distances to look for water and to forage. The bear population near Glacier National Park has a problem of human creation, and it's killing as many as eight grizzlies per year. There is a stretch of rail line that goes over the Marias Pass in and the bears are attracted to the rail line because the trains frequently drop grain, and when they consume the cold fermented grain a bear can become intoxicated to the point of either falling asleep right there on the tracks, or becoming too lethargic to effectively run away. New Jack Reacher 12/15 (Robert Patrick maybe the bad guy) Ryan Gosling staring in Fall Guy movie slated for March 2024. Brittany Spears childhood home available in Kentwood, LA. $1.3 Mil. Sold in 2021 for just $275K. Three bedrooms and 2.5 bathrooms, spans 2,299 square feet. It does come with some Brittany childhood furnishings, a “Jesus Loves Me” art piece and her childhood dog is buried in the backyard. 2nd building dance studio in back. Millie Bobby Brown in Netflix's Damsel 2024 – A dutiful damsel agrees to marry a handsome prince, only to find the royal family has recruited her as a sacrifice to repay an ancient debt and thrown into a cave with a dragon. New Official D&D cookbook coming out: Elven Flatbread, Halfling Game Birds, written like a D&D manual. Pat E. Johnson, the ninth-degree black belt who choreographed the fight scenes, trained the actors and portrayed a tournament referee in the first three Karate Kid films, has died at 84. Creator of the Crane Kick, trained both Pat Morita and Ralph Machio and says they bitched all the while. Other credits as a stunt person, stunt coordinator, trainer and/or fight coordinator on Buffy the Vampire Slayer; on TMNT, the Mortal Kombat movies, Enter the Dragon (1973), Batman and Robin (1997) and Wild Wild West (1999). There are 40 new Hallmark Christmas Movies for 2023 – How is this such a thing? This Week In History 1605 Guy Fawkes is betrayed and arrested in an attempt to blow up the British Parliament in the “Gunpowder Plot.” Ever since, England has celebrated Guy Fawkes Day. 1872 Susan B. Anthony is arrested for trying to vote. 1887 Doc Holliday dies of tuberculosis in Glenwood Springs, Colorado (6 years after OK). 1935 Parker Brothers company launches “Monopoly” 1940 FDR elected to third term 1940 Tacoma Bridge in Washington State collapses. 1989 Berlin Wall is opened 1994 The world's first internet radio broadcast originates from WXYC, the student radio station of the University of North Carolina at Chapel Hill. 2003 Gary Ridgway, known as the Green River Killer, pleads guilty to 48 counts of murder.   Sharing is Caring (Book, restaurant, movie, TV show, article, etc. to share)   End on something positive:

Here are some notable events that happened on November 6th in world history:1860 - Abraham Lincoln was elected as the 16th President of the United States.1861 - Jefferson Davis was elected as the President of the Confederate States of America.1935 - The Parker Brothers released the board game "Monopoly."1947 - Meet the Press, the longest-running television series in history, made its debut on NBC.1985 - The first version of Microsoft Windows, Windows 1.0, was released.1986 - U.S. President Ronald Reagan signed the Immigration Reform and Control Act, which granted amnesty to millions of undocumented immigrants in the United States.1995 - The Republic of Niger's President, Mahamane Ousmane, was ousted in a military coup.These are just a few events that have taken place on November 6th in history. There are many more historical events, birthdays, and anniversaries that have occurred on this day throughout the years.Podcast Website:https://atozenglishpodcast.com/a-to-z-this-day-in-world-history-november-6th/Social Media:Facebook Group: https://www.facebook.com/groups/671098974684413/Tik Tok:@atozenglish1Instagram:@atozenglish22Twitter:@atozenglish22A to Z Facebook Page:https://www.facebook.com/theatozenglishpodcastCheck out our You Tube Channel:https://www.youtube.com/channel/UCds7JR-5dbarBfas4Ve4h8ADonate to the show: https://app.redcircle.com/shows/9472af5c-8580-45e1-b0dd-ff211db08a90/donationsRobin and Jack started a new You Tube channel called English Word Master. You can check it out here:https://www.youtube.com/channel/UC2aXaXaMY4P2VhVaEre5w7ABecome a member of Podchaser and leave a positive review!https://www.podchaser.com/podcasts/the-a-to-z-english-podcast-4779670Join our Whatsapp group: https://forms.gle/zKCS8y1t9jwv2KTn7Intro/Outro Music: Daybird by Broke for Freehttps://freemusicarchive.org/music/Broke_For_Free/Directionless_EP/Broke_For_Free_-_Directionless_EP_-_03_Day_Bird/https://creativecommons.org/licenses/by/3.0/legalcodehttps://freemusicarchive.org/music/eaters/simian-samba/audrey-horne/https://freemusicarchive.org/music/Scott_Joplin/Piano_Rolls_from_archiveorg/ScottJoplin-RagtimeDance1906/https://creativecommons.org/publicdomain/mark/1.0/Support this podcast at — https://redcircle.com/the-a-to-z-english-podcast/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Clue. Sorry. Ping-Ping. Nerf. Rook. Ouija. And Monopoly! These are just a few of the classic games produced by the Parker Brothers right here in Salem during their 100+ year history. The company was founded by Salem native George Swinnerton Parker, who was later joined by his brothers, Charles and Edward. Join Jeffrey and Sarah as they talk about the game company that dominated the market for most of the 20th century, and how one of its best-selling board games saved Salem. https://www.museumofplay.org/blog/otherwise-parkerized-oral-histories-from-parker-brothers/ https://museumofplay.access.preservica.com/index.php?name=SO_1954e3a9-19c7-404e-89b6-46f8e125d289 https://www.pgpedia.com/p/parker-brothers https://web.archive.org/web/20090225174337/http://www.history.com/content/toys/inventors/parker-brothers https://www.findagrave.com/memorial/792/george-swinnerton-parker https://en.wikipedia.org/wiki/Parker_Brothers   Interested in Salem The Podcast Merch!?  CLICK HERE! Interested in supporting the Podcast? Looking for more Salem content? CLICK HERE! www.salemthepodcast.com NEW INSTAGRAM - @salemthepod Email - hello@salemthepodcast.com   Book a tour with Sarah at Bewitched Historical Tours   www.bewitchedtours.com Book a tour with Jeffrey at Better Than Fiction Tours   www.btftours.com   Intro/Outro Music from Uppbeat: https://uppbeat.io/t/all-good-folks/unfamiliar-faces License code: NGSBY7LA1HTVAUJE

Clue. Sorry. Ping-Ping. Nerf. Rook. Ouija. And Monopoly! These are just a few of the classic games produced by the Parker Brothers right here in Salem during their 100+ year history. The company was founded by Salem native George Swinnerton Parker, who was later joined by his brothers, Charles and Edward. Join Jeffrey and Sarah as they talk about the game company that dominated the market for most of the 20th century, and how one of its best-selling board games saved Salem. https://www.museumofplay.org/blog/otherwise-parkerized-oral-histories-from-parker-brothers/ https://museumofplay.access.preservica.com/index.php?name=SO_1954e3a9-19c7-404e-89b6-46f8e125d289 https://www.pgpedia.com/p/parker-brothers https://web.archive.org/web/20090225174337/http://www.history.com/content/toys/inventors/parker-brothers https://www.findagrave.com/memorial/792/george-swinnerton-parker https://en.wikipedia.org/wiki/Parker_Brothers   Interested in Salem The Podcast Merch!?  CLICK HERE! Interested in supporting the Podcast? Looking for more Salem content? CLICK HERE! www.salemthepodcast.com NEW INSTAGRAM - @salemthepod Email - hello@salemthepodcast.com   Book a tour with Sarah at Bewitched Historical Tours   www.bewitchedtours.com Book a tour with Jeffrey at Better Than Fiction Tours   www.btftours.com   Intro/Outro Music from Uppbeat: https://uppbeat.io/t/all-good-folks/unfamiliar-faces License code: NGSBY7LA1HTVAUJE

Episode: 2936 George S. Parker and the Parker Brothers.  Today, for the love of games.

[00:00:00] Rich Stearns: I learned early on, just the importance of, I've said this earlier, being truthful and being a person of integrity in the workplace, you never get caught in a lie if you don't lie. And so, some of my early bosses drill that into my head. Bad news delivered late is terrible. Bad news delivered early is the best thing. If you have bad news, deliver it early. And don't try to hide things when they're going south. Tell the boss or the management that you've got a problem early on. +++++++++++++++++++++ [00:00:28] Tommy Thomas: Thank you for joining us today. We're continuing the conversation we began last week with Rich Stearns President Emeritus of World Vision US.  Today we will continue with Rich's leadership journey. We'll also be discussing the all-important topic of board governance. I'm so grateful to Rich for taking time from his schedule to talk with me. As we mentioned last week, the search that JobfitMatters conducted that brought Rich to World Vision literally set our practice on a trajectory that helped make the firm into what it is today.  Let's pick up on the conversation we started last week. If you were creating a dashboard for a nonprofit to get at their health, what might the dials look like? How do you tell if a nonprofit is healthy? [00:01:19] Rich Stearns: This is one of my pet peeves. You've got these services like Charity Navigator and almost all of these services focus on financial metrics. What's the overhead? What's the balance sheet look like? What's the recent growth been over the last two or three years? Basically, those things have very little to do with whether a charity is a good charity, a well-performing charity, or a poorly performing charity. So, the only thing that really matters is the kind of impact that the nonprofit is having. It's about impact. So, let's say it's a homeless ministry, right? What matters in a homeless ministry is how many of their clients actually get out of homelessness and go on to lead independent lives. That's really the outcome that you're looking for in a homeless ministry. And sometimes homeless ministries talk about how many beds they have and how many nights off the street they give their clients. But just giving somebody a safe bed for the night doesn't solve their problem, right? So, you can say we put 300 men to bed every night, in this homeless shelter, and the next day they're on the street again and then the following day they come back to the shelter and there's nothing wrong with providing some safety for a little bit, but ultimately, you're looking for the cure, right? How do we help these men, if they're men, get out of homelessness and get into more productive lives? But none of these charity evaluation websites talk about impact because it's so hard to measure. And it could be that the charity with the greatest impact also has high overheads. So, they get a negative rating from Charity Navigator, even though they were having a tremendous impact on the people that they're serving. You always try to get inside the charity and say, what kind of work are you doing? And are you making an impact? Now, after that, you start to look at finances. So, at World Vision, we got into the clean water business a number of years ago. So then there's a measure called impact per dollar spent. The cost to bring clean water to one person for life through World Vision is $50. So, you tell a donor that for $50, I don't know what your water bill is, but mine's higher than $50 a month. But for $50 I can bring clean water to a person for life in Rwanda. And then I say, how many people do you want to bring clean water to? How big a donation can you make? So that's impact per dollar, right? Impact per dollar spent. And that's the other thing I tend to look at. [00:03:50] Tommy Thomas: Kind of a similar question. I've been asking this the last month or so and I've gotten some fascinating responses. If you were a judge on a nonprofit version of the shark tank and nonprofit startups are coming to you for early-stage funding, what questions have you got to have solid answers for before you open your checkbook? [00:04:10] Rich Stearns: The very first question that a shark tank guy would ask if you come with a new product is how is this product different from every other product that's already out in the market? In other words, nobody needs another cola drink, Coca-Cola, Pepsi Cola, RC Cola. There are plenty of cola drinks out there. So, if your big idea is I'm going to do my own cola drink, the first question is why? So, with a nonprofit, for example, I've seen young people that want to start up a new World Vision, right? I want to help the poor in Africa. And so, I'm going to start my own non-profit organization to help them. And my question is why would you do that? Because World Vision is a $3.2B organization helping the poor around the world. Compassion is $1.5B helping the poor around the world. Samaritan's Purse is a billion-dollar organization. So, what are you doing that they're not doing? Why would I give my money to you instead of an established, successful nonprofit that's doing that work? And, a good example of a positive answer to that would be the International Justice Mission. My friend, Gary Haugen started it about 27 years ago. He looked around and he said, there are a lot of organizations that are feeding the hungry and bringing clean water to the poor and doing microfinance. I don't see any organizations that are helping the poor with their legal problems protecting them from corrupt police departments and representing them in court when they're falsely accused of something or getting them out of bonded labor in India by using the court system. So, Gary started International Justice Mission to focus on justice and legal issues. He could have called it “Lawyers Without Borders” if he wanted to, because essentially, he hires a lot of attorneys that go around the world, and they work through the legal systems to help people who are being oppressed in various ways. So, the first question to ask is, why would I give to your charity? What is unique about it? And why wouldn't you just partner up with somebody that's already doing this work? If nonprofits are doing it, the next thing you look at is the leader's vision and motivation, right? If there's a powerful leader with a powerful vision and capabilities you believe, just like you'd look at a startup CEO. Do they have the right vision? That's the other thing. Because it takes a lot of elbow grease to start up a nonprofit. [00:06:40] Tommy Thomas: Frederick Wilcox said progress always involves risk.  You can't steal second base with your foot on first. What's the biggest risk you've ever taken and how did it come out? [00:06:51] Rich Stearns: Let me mention the Parker Brothers thing again. So, getting Parker Brothers into video games was a huge risk. We had to take our foot off first base because we had to hire 180 people.  We had to create almost another whole company and another whole capability within the company to enter this new marketplace. Cost a lot of money, and a lot of investment upfront, and I would say the outcome was both good and bad. So initially for a couple of years, we doubled the size of the company. We had huge growth, huge profit. But then about two years in, the whole video game market collapsed. It had been a bubble and it collapsed. And when it collapsed, we had seven of the top ten selling video game cartridges in America. From our startup position, we had been very successful. But once the market collapsed, you couldn't give those products away. They were selling video game cartridges, three for $10 in a barrel at Toys R Us because the market was glutted with people trying to get into that market. It was a little bit like the Dot Com bubble in 2000. So anyways, all that profit we made. We had to give it all back over the next few years. That's one of the reasons I got fired from Parker Brothers. But I tried to persuade Parker Brothers to stay in there, hang in there, right? Because video games are going to come back. But they decided that it was too risky. They wouldn't stay in. And of course, we now know that the video game market is bigger than all of Hollywood combined in terms of revenues. And it's bigger than most professional sports. And so had we stayed in video games, we would have probably had huge opportunities in the future, but that was a huge risk to take. And when you take a risk, you bet big, and you lose big, or you win big. I think the other risk was the AIDS campaign that I did with World Vision, because there was a possibility that HIV and AIDS would turn the American church against us. People say, why are you doing this? Why are you helping people that were affected by this, disease that's sexually transmitted? I thought you were about helping children. And so, we had to get our messaging right with AIDS. We took a bit of a risk to go there, but in the end, it really paid off because what people learned about World Vision is that we would tackle the most difficult issues in the most difficult places. And that earned us a lot of respect from pastors and donors. Because nobody else was doing it at the time, nobody else was willing to take that risk. And we did, and ultimately a lot of organizations followed us a few years later. But that was another pretty risky venture. [00:09:39] Tommy Thomas: What's the best piece of advice anybody's ever given you? The best piece of advice that I have received is to be truthful and be a person of integrity in the workplace. You never get caught in a lie if you don't lie. [00:09:41] Rich Stearns: The best piece of advice that I would say, first of all, I learned early on, just the importance of, I've said this earlier, being truthful and being a person of integrity in the workplace. You never get caught in a lie if you don't lie. And so, some of my early bosses drill that into my head. Bad news delivered late is terrible. Bad news delivered early is the best thing. If you have bad news, deliver it early. And don't try to hide things when they're going south. Tell the boss or the management that you've got a problem early on. One piece of advice I got during a difficult time, I can't remember where I was, probably at Parker Brothers. It was a difficult year and one of my coworkers said, what you have to understand, because most of us, we're afraid we're going to lose our job or we're afraid something's going to happen to us. And he used to say, remember this company needs you more than you need them, right? Because if you're a good worker and you're productive and you've got good ideas, the place you work for needs you more than you need them. And I learned that later as a CEO looking for good people. When I had good people working for me, all I want to know is how do I keep them? How do I motivate them? I need them more than they need me because they can find another job, but it's going to be hard for me to find another person of that caliber. So, the importance of retaining really good people struck me. +++++++++++++++++ [00:11:09] Tommy Thomas:  You've been out of office for a couple of years now, but let's go back three or four years.  If you had invited me to one of your staff meetings and then we had dismissed you, and I asked the team what's the most difficult thing about working for Rich?  What might I have heard? [00:11:27] Rich Stearns: I don't know. I want to say you have to ask them that question. You've interviewed some of the people that worked for me in the past. But I would probably say I tended to be an idea machine, that in a particular meeting, I would throw out 20 new ideas. What about this? Or what about that? What if we did this? And what I learned is that when you're the CEO people are frantically taking notes on everything that comes out of your mouth. Let's say you throw out 20 ideas. They're likely to leave that meeting and spend the next month pursuing all 20 of those ideas. And I realized that I had to tell people, look, I'm going to throw out a bunch of ideas in this meeting. I want you to throw out ideas too. Not all my ideas are good.  Number one:  Don't be afraid to challenge me just because I'm the president.  In this room let's think of ourselves all as equals. Everybody in this room has got good ideas and we need to challenge ideas. Some are good, some are bad, some are worth keeping, and some are not. They're like panning for gold, right? I realized that I needed to give people permission to challenge me as a leader and to challenge me in front of other people. I used to say, if you don't challenge my ideas, you're not very useful to me because I need other people to help me evaluate which of these ideas have merit and which ones really don't. And if you can't contribute to that, why are you at the meeting? You realize that they probably say Rich threw out too many ideas at the meeting. And I left wondering which ones do I really focus on? So I think that could have been frustrating sometimes for people. [00:13:04] Tommy Thomas: What do you think they would have said was the most rewarding part? [00:13:09] Rich Stearns: I don't know. I like to feel that people enjoyed working for me. I tried to create a sense of camaraderie among my teams.  I tried not to lead like the imperial CEO that I'm the boss and you're not. Or I'm here on the organization chart, you're down here. So I tried to be more of a collaborative leader.  Hey, we're all a team and every member of the team is important. All these people that work for me are made in the image of God and they have incredible talents, ideas, backgrounds, uniqueness, unique gifts, and talents. Everyone's gifts are different. And you've all got great ideas. And I tried to, especially in the latter half of my career, I started to see that all these people that work for me are made in the image of God and they have incredible talents, ideas, backgrounds, uniqueness, unique gifts, and talents. Everyone's gifts are different. Everyone's abilities are different. And when you start seeing that kind of symphony of talent in front of you, you're like an orchestra conductor and you say, how can I bring the beautiful music out of these talented musicians that I have working for me? I might have a CEO who was brilliant. In fact, you knew one or two of my CEOs who would have been terrible at marketing, right? But he was a brilliant CFO. And so, I recognized that and made sure that I relied on him and leaned into him for his giftedness. Then over somewhere else, I've got a really talented person in product development coming up with new products. And so, you bring that talent out. Ultimately, a leader is like that orchestra conductor. How do you get all these really gifted musicians, each gifted in a different way to play together so that what comes out is a beautiful symphony instead of, discordant, loud sounds that are unpleasant. I like to think that I could create a positive work environment, positive culture for the team. And what I learned about success in the workplace is that teams of people that work well together and feel valued and are in a healthy culture, they're much more productive than people in a negative difficult culture. Culture matters a lot and leaders tend to create culture. [00:15:20] Tommy Thomas:  Here's a quote I'd like you to respond to: “When you're sitting around the table with your leadership team, you never want to be the smartest person at the table”. [00:15:29] Rich Stearns: I love that quote. And actually, one of my first, I'll go back to Parker Brothers, the President of Parker Brothers, Randolph Parker Barton, when I joined was the family vestige or holdover from the old company that had been acquired by General Mills. Mr. Barton was, how do I say it? Not the most capable leader. He didn't have a Wharton MBA. He didn't come up through other consumer products companies. He inherited his job because he was a family member. He knew a lot about toys and games, but he wanted to hire the smartest, most gifted, talented people he could find and let them do what they were capable of doing. And he developed a reputation from within General Mills, the parent company, for having some of the brightest up-and-coming leaders in the whole General Mills organization, which was much bigger than Parker Brothers. And he basically did it by hiring well and then delegating a lot of authority and influence to the smart people that he hired. He never felt threatened by them because he realized that as long as he kept hiring the best people, he would get the best performance for his division. And General Mills would reward him as the president with bonuses and compensation, increase and all of that. I learned from him to hire really the best people you can, to try to find people smarter than you or smarter than you in their field. Hire the best people you can. Try to find people smarter than you or smarter than you in their field. So again, a CFO who is much better at finance than I am, or hiring a head of human resources that's much more gifted than I am in human resources. A General Manager or a President is really a generalist, right? The orchestra conductor can't play all those instruments, so they need people that are really good at the violin, really good at percussion, really good at clarinet and woodwinds. And when you get the very best musicians working for you, that's when the beautiful music starts to happen. +++++++++++++++ [00:17:34] Tommy Thomas: Let's just switch over to board service. I think board service is hard at any level. Talk to me about the board chair. What's the primary function of the chairman of the board? [00:17:49] Rich Stearns: I think the primary function of the Board Chair is to manage the board.   We used to have 18 board members at World Vision. It was a pretty large board. And you got 18 people in a room that are all pretty smart. They're all from different walks of life and they've got ideas and suggestions and things of that nature. The Board Chair's main job is to manage the Board.  That Board Chair reminds the Board that their job is governance, a policy role. And the Board Chair has a very important role in focusing the board on the job at hand. You're not necessarily here for everybody to throw in their ideas. We have a professional staff to run the company or run the organization. The board chair reminds them that their role is a governance role, a policy role. Certainly, their ideas can be offered, but it's really the role of the CEO and the staff to determine whether those ideas are effective or usable. I think the board chair really must control the work of the board and direct it in the right ways. And he's basically herding, 10, 12, 15 other board members, to focus on the job at hand. The other role of the Chair is to be close to the CEO so that the CEO and the board chair are on the same page. The Board Chair can deliver some difficult information to the CEO if let's say the performance is poor or other board members have a problem with the way the CEO is conducting the meetings or leading the organization. The Board Chair is often the messenger that brings that information to the CEO, hopefully in a way that's redemptive instead of crushing, that, how can I help this CEO be more successful by giving feedback to him from the board?  The board chair is really a pretty critical pivotal role. [00:19:37] Tommy Thomas: I know your past Board Chair for the last few years of your time at World Vision. What was the key to you and Joan working together so well? The key to a CEO / Board working relationship comes down to mutual respect. [00:19:45] Rich Stearns: I think it comes down to mutual respect. I think Joan had a lot of respect for me. I was a long-serving CEO of World Vision by the time she was Board Chair. She had a lot of respect for me, my capabilities, and what I'd accomplished at World Vision over those years. But I also had respect for her and her position.  I always respected the Board Chair's position because in my worldview, the board chair and my board in a Christian organization, that was God's way of holding me in the organization accountable. These people were accountable before God for this ministry that was entrusted to their care and their governance care as board members. And I never saw the board as an adversary, I always saw them as really a gift that they were there to keep us on the right track, to keep us out of trouble, to ask the tough questions that needed to be answered to make sure we were financially solvent, to make sure we stayed on mission. And by respecting their role they could see that I respected them, which caused them to respect and trust me more. A board relationship is very much about trust. If if the board trusts the leader who's leading the organization and that leader's team that's a critical ingredient. And the leader has to trust the board not to do inappropriate things or get involved in inappropriate ways and not to be disruptive and if you have mutual trust, which the chair often negotiates that, or referees that, or tries to ensure that you're off to a good start with a board CEO relationship. [00:21:24] Tommy Thomas: When I interviewed you back in 2017 you mentioned that from your perspective, the best thing that the World Vision Board did for you when you came on was you recalled an offsite retreat where y'all got introduced to each other. Could you share a little bit about that with us? We probably have a lot of up-and-coming CEOs listening and that might be an interesting discussion. [00:21:45] Rich Stearns: I don't know how much that costs. Probably not much, but it was the best money World Vision ever spent. When I came into World Vision the Board and the CEO had what I'd call a turbulent relationship. He wasn't thrilled about his board and the way they behaved, and the Board wasn't thrilled about him in certain ways. And so, I was coming into kind of a troubled marriage, right? You could say there'd been a divorce, and I'm the new husband coming in. And so, the Board had enough wisdom to say, you know what, we should start off on the right foot here. Why don't we hire a board consultant to come in and do a two-day retreat with a new CEO to teach the Board and the new CEO how best they should interact and communicate with one another? So, a friend of yours and mine named Bob Andringa, he's retired now, but he was in the Board consulting business. He's written at least one book if not several. He came in and he conducted a Board Governance 101, 102 course for all of us and gave us tools to use and dealt with different scenarios of the dos and don'ts for Board Members and the dos and don'ts for the staff and the CEO. Here is the best way to understand your responsibility as Board Members. This is what your responsibility is, and this is what your responsibility is not. This is the role you play. This is the role you don't play. And the same with a CEO. Rich, your role is this. The board's role is to establish policy. I guess the best way to say it is it laid down the ground rules for a healthy relationship. And I don't think it's an exaggeration to say I had a 20-year honeymoon with my board. Not that there wasn't an occasional marital argument over the years. But it was like a 20-year honeymoon with the board. And I respected them, they respected me. My staff, when I first started, after a year, they said, boy, you've had a one-year honeymoon with this board. It's amazing. Because they'd seen some of the dysfunction in the prior years. And 20 years later, they were still saying you're still on your honeymoon. And in terms of my response, what I attribute it to, is what I talked about earlier, Tommy, that the board knew they could trust me. I would never tell them a lie. I would never hide anything. I was completely transparent. Anything they wanted to talk about at a board meeting, we could talk about. Any numbers they wanted to see; we'd show them. If I had some bad numbers, I'd bring them to the board and say, look, this is not good, and here's what we're going to do.  They never felt I was hiding anything. And so that created trust as well. The board knew they could trust me.  I would never tell them a lie. I would never hide anything. I was completely transparent. Anything they wanted to talk about at a board meeting, we could talk about. +++++++++++++++++++++ [00:24:34] Tommy Thomas: One of the guys that you've influenced over the years is Joseph J. Mettimano, the President at Central Union Mission in Washington, DC. And when I interviewed Joe he talked about a lesson he learned from you about the President's Report to the Board. He would attribute part of his success to what he learned from you there.  Tell us about that. [00:24:53] Rich Stearns: I started every board meeting with a President's Report. So, the Board is gathered, in the case of World Vision they've flown in from all over the country and here they are at the World Vision board meeting, and remember, they're all volunteers, some are pastors, some are business people.  They're from all walks of life and so I tried to use the President's Report to basically bring them up to speed on what was going on at World Vision. What were the important issues? What were we doing about the important issues? How are the finances doing? I tried to answer as many questions as they might have in advance. I started every board meeting with a President's Report. I tried to use the President's Report to basically bring them up to speed on what was going on at World Vision. What were the important issues? What were we doing about the important issues? How are the finances doing? Because the rest of the board meeting, the finance committee was going to meet and other committees were going to meet. And I tried to use the President's Report to cast a bit of a vision for where we were as an organization, where we're headed, what my outlook was for the coming year or the coming quarter. And I try to use the Board Meeting to really cast a vision to remind them of the mission of World Vision. Often, I would start with a trip report. I've just gotten back from the Syrian refugee crisis, and I want to tell you what I saw. I would remind them, we're sitting here in a nice boardroom, but people are dying all over the world. And our job is to intercede for them to help them to rescue those who are perishing, as the book of Proverbs says. And so, trying to remind them why they were here, why World Vision was here, and then look under the hood at the financials, the numbers, the revenues, the overhead, and you had to deal with issues like real estate transactions and mundane stuff like that. I wanted to always put it in the context of the bigger mission, vision, and values of the organization. My President's Report would sometimes go 90 minutes to two hours, which is a lot. But usually, the board would say that was the highlight of the meeting because that really brought them up to date on everything. My President's Report would sometimes go 90 minutes to two hours, which is a lot. But usually, the board would say that was the highlight of the meeting because that really brought them up to date on everything. [00:26:46] Tommy Thomas:  I've done a little bit of speaking here over the past three or four years, most of it pre-pandemic on succession planning and one of the things that we talk about in that is how much of the outgoing president's identity is tied up in his or her current job. You've been away now for almost two years, any reflections on that? Did you have any trouble walking away? [00:27:11] Rich Stearns: No, I didn't actually. I talk about this a lot. We had a very orderly succession process when I left World Vision. In 2015, I hired a Chief Operating Officer, and he worked under me for three years, learning the ropes. He then became a candidate to succeed me, although the board did a nationwide search. They ultimately selected him. But about two years before I retired in an executive session of the board, I said, look I'm planning to retire.  I had a contract that expired in two years, and we renewed my contract every five years for 20 years. And I said, at the end of this contract, I'm planning to retire and I'm giving you a gift right now. The gift is number one, I'm leaving without any drama, it's like you're not having to talk at the bathroom breaks about when is the old guy going to retire, when is he going to leave, I'm retiring, I want to retire at the top of my game, not at the bottom of my game. And that's a gift to you because now as a board, you can focus totally on how can we have the best transition process. How can we use this time to find the very best candidate to replace Rich? And you don't have to worry about any of the drama or that I'm going to be clinging to power and so long story short, Tommy, they did a very good job. They did a pretty thorough search. They took a lot of advice from me because I said a lot of nonprofits do this very poorly. And some of the nonprofits that I shared with them during my 20 years at World Vision, some of these nonprofits that were peer organizations had 10 CEOs come and go. And I said that's very unhealthy for an organization to have 10 years. And the reason they had 10 CEOs is because their nonprofit volunteer board continued to make bad decisions about who to hire, so I wanted to help them make a good decision about who to hire with all the facts on the table and knowledge. So then I retired, and I had a nice retirement party. We had a passing of the torch to my successor, Edgar Sandoval, who was the COO under me for the last three years. Then I walked away, and I know a lot of people really have a struggle in retirement and they feel like they've lost their identity. I felt like I gave everything I had for 20 years. I gave World Vision everything I had to offer. It's somebody else's turn. I sensed it was time for fresh leadership. I was 67 years old I had a family, a growing family, grandsons, a wife that I had been away from for a lot of months during my time at World Vision, traveling internationally and I was ready, and I looked at retirement as this is my sabbath rest after a 45-year career. [00:30:01] Tommy Thomas:  Bringing this thing to a close. What's something that you would have liked to have told a younger version of yourself? [00:30:09] Rich Stearns: You know a couple of things come to mind. One is comical - a career is a very long time. In your 20s or 30s, you're in a particular job in a particular industry or sector and your career seems you're focused on this year, right? You're right now, this job, maybe you're thinking about what would my next job be, but in a 40-some-year career, you can do a lot of different things, and if you feel like I used to, I tell young people, if your current job is not your dream job, and it probably isn't, think of it as a stepping stone toward your dream job. Because every job you have gives you more information, more experience. I'm good at this. I'm not good at that. I like this kind of environment. I don't like this kind of environment. You're learning more about yourself and hopefully, the next job you have, the next company, or whatever organization you work for becomes a better and better fit, and more and more like your dream job, the dream situation that you'd like to be in. So don't get too impatient. A career is a very long time. Look at me. I started out selling shaving cream for Gillette. I ran a toy company. I was there for nine years. I spent 11 years at Lennox China selling fine china, crystal gifts, and things like that. Then I spent 20 years at World Vision. I've had three or four different careers during my 40-some years, and then developed a fifth career as an author. I've written four books now. You can do a lot of things in 40 years. Even if you don't like your current job, take heart. There's hope your next job may be the one that you really love and really fits you well. One other thing I'd say, this is a little piece of managerial advice, the most powerful tool in a leader's vocabulary is encouragement. You motivate people a lot more with encouragement. Hey, that was a great idea you had at the meeting today. Wow, I loved your contribution to that discussion. The most powerful tool in a leader's vocabulary is encouragement. You motivate people a lot more with encouragement. That report you gave was fantastic. With that kind of affirmation, people just thrive and they bloom when they get a compliment from the boss. The problem is, as bosses, we often like to lead with criticism. Yeah, I didn't like the way you ended that presentation. Or, 90% of the presentation could have been fabulous, but you didn't like their last two slides. And you think, oh, so what do they hear? I failed. The boss didn't like it. And that diminishes people. It crushes their spirits. You attract a lot more bees with honey than you do with vinegar. There's a time for correction. And even correction is more easily digested when it's preceded by praise and encouragement. I think it's a superpower that a leader who really encourages people, we've all raised kids, and your kid will bring home some crazy drawing from first grade. And what do you do? You praise it and say, I love the way you drew that pumpkin for Halloween, I love the way you drew that house. We praise them. We encourage them. We need to find ways to praise and encourage our staff, and our teams. And then again, correction, when needed, obviously in the right circumstances, but encouragement is powerful. Tommy Thomas:  Thank you for joining us today and thanks to Rich Stearns for sharing his leadership journey with us. I've put links to all of Rich's books in the episode notes, along with some that he and his wife Reneé wrote together. Several months ago, we began to put a transcript of the podcast in the episode notes. Many of you have commented on how helpful this is to you.   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas World Vision Books by Rich Stearns: Lead Like It Matters to God: Values-Driven Leadership in a Success-Drive World by Richard Stearns The Hole in Our Gospel 10th Anniversary Edition: What Does God Expect of Us? The Answer That Changed My Life and Might Just Change the World by Richard Stearns Books by Rich and Reneé Stearns: God's Love For You Bible Storybook by Richard Stearns & Reneé Stearns He Walks Among Us: Encounters with Chris in a Broken World by Richard Stearns & Reneé Stearns   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile

In this 66th edition of his Search for Meaning podcast, Stephen Wise Temple Senior Rabbi Yoshi Zweiback hosts board game designer Brian Hersch.Taboo. Outburst. Super Scattergories. Have you played any of these modern classics at family game night? You have Brian Hersch to thank.Now a General Partner at Hersch and Company, with over $850 million in sales under his belt, Brian didn't set out to design games. His first career was in real estate development, where he honed a keen sense for business.Then came Trivial Pursuit. When the trivia board game first burst onto the scene in the 1980s, Brian was a natural, so much so that his friends urged him to use his creative energies to invent a game of his own. Bringing his business experience to bear on the idea, he set himself to doing some market research, and found that the game's key feature—its social interactivity—was its most undervalued and under-marketed aspect."I'd played games my whole life," says Brian. "It was second nature. Some people watch television and say, 'I want to go into television.' Nobody who plays games says they want to go into games, at least not from our generation."Brian (a fan of the show who's currently listening to Rabbi Yoshi's interview with Betsy Borns) now runs Hersch and Company with his brother, and is famous for being a creator and proponent of social interactive games.Hersch has said that the reason he went into adult social games was because they served as a lubrication for rusty social skills. Children are less inhibited, and are more ready, willing, and able to have fun at any moment."They don't carry the burdens of life, the responsibilities, the weight of memories both good and bad," Brian says. "Can we facilitate a good time amongst a group of people who may or may not know each other? Can we find the common spark that they share so that they discover that there's something they can enjoy with the same feeling and laughter and pleasure? That's the biggest part of it. My games have always been group games."His titles have now sold over 45 million copies through strategic relationships with companies such as Milton Bradley, Parker Brothers, Mattel, and Western Publishing.

[00:00:00] Rich Stearns: Tommy, one of my favorite quotes, and I don't even know who said this originally, but it goes like this, never trust a leader without a limp. And what that is basically saying is that a leader who has only known success is not completely formed as a leader. It's often been said, we learn much more from failure than we do from success. It's also been said that it's harder to pass the test of prosperity than it is to pass the test of failure. ++++++++++++++++++++++ [00:00:28] Tommy Thomas: Thank you for joining us for the 100th episode of Next Gen Nonprofit Leadership with Tommy Thomas. And thank you to all the guests and listeners who've made this possible. My guest today is Rich Stearns, the President Emeritus of World Vision. I wanted Rich as my guest today to celebrate this milestone for the podcast because he inadvertently has played such a pivotal role in my career as a search consultant. My former colleague, Rob Stevenson, and I conducted the search that brought Rich to World Vision as their President.   I don't think I'm exaggerating to say that for the next 10 years or so after Rich started at World Vision either Rob or I would receive at least one call a month and usually more from a nonprofit organization with the question. Were you the guys who brought Rich Stearns to World Vision? We would respond, yes. Their next comment would be something like, we need a new CEO. Can you bring us somebody like Rich? So, in many ways, the good work that Rich did for world vision was a launching pad for what is now JobfitMatters Executive search. I have a lot to be thankful for. Let's pick up on the conversation I had with Rich. So let me give the listeners a little bit of context for how I know Rich. It was the summer of 1997. It was a hot July afternoon and I get a phone call from a friend in Los Angeles saying, did you know Bob Seiple is retiring and World Vision is putting out an RFP for the search? And I said, no, I didn't know that. And he says you need to bid on that search. So, I called my colleague up in Minnesota, Rob Stevenson. And oddly enough, he had received a call that morning from a friend of his in Minneapolis that said, did you know Bob Seiple's retiring? And you need to bid on that search. Rob and I put our material together and we submitted a proposal and lo and behold, we got accepted. And as Rob tells the story, we rejoiced for about 10 minutes and then we asked ourselves, what have we gotten ourselves into here? So, Rich, I don't know if you've heard that story, but that's how we got into it. Maybe tell us a little bit about your initial thoughts when Rob first called you. [00:02:45] Rich Stearns: It was actually a funny story, before that, Tommy, that just shortly after that search was begun and you guys were selected, I got a call from a friend of mine who worked at World Vision and was actually my donor rep. I was the CEO of Lenox China at the time, and he was my major donor representative and also a good friend.  We went back quite a few years and he said to me, Rich I've been praying this last week because Bob Seiple announced his retirement. And I've just been praying for World Vision because I really want the organization to find the right successor to Bob and this, that, and the other thing. And he said, but something really strange happened this morning in my quiet time. As I was praying, he said I don't know how to say it, but to tell you that the Holy Spirit told me that you're going to be the next President of World Vision. Your friend Rich is going to be the next President of World Vision. And I laughed out loud. I said, that's ridiculous. I said, I'm selling fine China to the wealthy, Bill. I don't know anybody on the World Vision Board of Directors. And besides, I'm not available, interested, or qualified to do the job. But other than that, I'm a perfect candidate. That was almost a year before. I actually eventually took the job and it's quite an amazing story overall and the way God used you and Rob as well. [00:04:12] Tommy Thomas: That was the first time we'd ever put an ad in the Wall Street Journal and a trustee on the World Vision Board said we need to advertise in The Journal. And we did. And as I remember, maybe your HR guy, he clipped that and showed it to you.  [00:04:26] Rich Stearns: I had a VP that worked for me at Lenox, and he sent me a handwritten note and it basically said, Dear Rich, I was reading the Wall Street Journal today and I saw this ad and it was a little, one column ad president for World Vision. And he said, I read this ad and it sounded like you and I just wondered if you had seen it. And then he said, P.S. This was really a dumb thing to do, to send a want ad to the CEO of my company. I hope you don't leave. You're a great CEO and please ignore the fact that I was looking at the want ads. And so anyway, I saw that ad and it sent a shiver up my spine because, months earlier, my friend, Bill had made this prophecy that I was somehow going to become the President of World Vision. [00:05:11] Tommy Thomas:  When Rob called you, do you remember your thoughts or feelings? [00:05:15] Rich Stearns: Yeah, I spent a good part of the call telling Rob that I was not qualified for the job.  It was a big Christian organization that focused on global poverty. I knew nothing about global poverty. I had never been to Africa. I had never done any fundraising. I had no theological training to work at a Christian organization, no MDiv degree, or anything like that. And for heaven's sake, I was selling fine China to the wealthy. So, I just said, I just seem like a terrible candidate for this job. And by the way, Rob, I'm not really available either. [00:05:54] Tommy Thomas: And Rob prevailed, he stayed with you and ultimately you did accept it. How have your feelings changed over 22-23 years now? [00:06:04] Rich Stearns: As I got further into this process with Rob, very reluctantly, I was the runaway bride, if you remember that movie but, this was a job I hadn't sought. I didn't want. I was actually somewhat terrified. I hope they don't pick me because I would be a complete washout in that job. I would fail. I don't have the right experience for it. In retrospect, those next 20 years at World Vision were the best years of my life. And I learned a huge lesson about trusting God for the outcome. When God calls you, if you listen to His call and you heeded His call, he'll catch you. He'll travel with you. One of my favorite quotes is from William Sloan Coffin, who was once the President of Yale many years ago, and he said, I love the recklessness of faith. I love the recklessness of faith. First, you leap. And then you grow wings. First, you leap. And then you grow wings. And that's a little bit of what it's like to answer a call from God. First, you leap. God wants your obedience. And only then do you grow the wings to fly. And you can look at people in the Bible like Moses or David or Peter. They had to leap in faith, take a leap of faith, and then God provided what they needed for the task at hand. [00:07:21] Tommy Thomas: I want to change over to your time at World Vision, but before we go there take us back to your childhood and tell me what was it like growing up in the Stearns household? My dad was an alcoholic and on his third marriage. And when I was about ten that marriage failed. [00:07:29] Rich Stearns:  Tommy, I had a pretty rough family background. Neither of my parents went to high school. My mother did a couple of years of high school. My father dropped out of the eighth grade. My dad was an alcoholic and on his third marriage. And when I was about ten that marriage failed.  My parents divorced and the bank foreclosed on our house and my mother, my sister and I were kicked out and had to find an apartment to rent. It was an inauspicious beginning, and as a little boy, my world fell apart when I was about ten years old. [00:08:04] Tommy Thomas: I suppose there would be a happy memory from that. What would be your best memories of childhood? [00:08:10] Rich Stearns: First of all, that I survived it which is for God's grace. I had an understanding at a pretty early age, 12 or 13. I had an older sister that helped me a little bit, but she basically said, look, our escape route from this lifestyle is education. And if you can get good grades and you can get into a good college, your life doesn't have to turn out like our dads, you could really make something of yourself and it's all about education. And that was my focus starting in maybe junior high and through high school. And, I have to say, my childhood, other than the family issues, I had a pretty normal, happy childhood. We lived in a little suburban community, went to a good school, I had good teachers who believed in me in many cases. I had a good group of friends who came from families whose parents were professionals and more stable families. And I've spent a lot of time at other kids' houses, with their families. And so anyway, I think the community somewhat compensated for the problems that I had at home. [00:09:20] Tommy Thomas:  When you came out of high school, how did you make your college decision? [00:09:22] Rich Stearns:  That's also a funny story. So, my best friend first of all, when I was in junior high school and I wrote letters to all eight Ivy League colleges asking for their catalogs, which was pretty presumptuous. But my sister told me the best colleges of all are Ivy League schools. And there were eight of them. One of them, Cornell University, was just 50 miles from my home in Syracuse. And at that stage in my life, the biggest dream I had was maybe I could go to a school 50 miles away, and I could drive there, right? And so, in my senior year of high school, I told my mother, I really think I'd like to apply to Cornell University. And she just burst out laughing. She just said that's ridiculous. How are you going to pay for Cornell University? She said, I don't have any money and your father's a drunk and he's not going to help you. And you can't go to Cornell, and I said I don't know Mom, but I'm going to find a way. I'll get scholarships. I'll do something. That's not the way you want your parent to encourage you when you're making a big decision. I did the application on my own and sent it in. It was the only college I applied to. And not only did I get in, but I got a scholarship and then I got another New York State Regent Scholarship. And this buddy of mine who also went to Cornell, we ended up going together. And he was my roommate freshman year. He's still my best friend. We're still in touch all these years later. So, getting to Cornell was a huge step for my life and that really opened all the doors that came after that in terms of further education and job opportunities. And I guess you could say I successfully escaped my childhood situation and found a way to overcome it. +++++++++++ [00:11:05] Tommy Thomas:  What's something that people are always surprised to know about you? [00:11:11] Rich Stearns: Often people are surprised to know about my family background, right? Because when you graduated from two Ivy League schools, people think you must've been born on third base or born with a silver spoon in your mouth. And that wasn't the case for me. But I think today one of the quirky things about me is I collect comic books from the 1950s and 60s. So you wouldn't think I was a comic book collector but for some reason, they bring back a lot of memories of my childhood because partly growing up they were a form of escapism for me. I could escape from my crazy world by looking at superheroes like Superman and Spider-Man and fantasizing about a different kind of world where the good guys always win, and the bad guys always lose. And so anyway I have quite a collection of comic books. [00:12:01] Tommy Thomas: Successful people are asked all the time, what makes you successful? I'd like to frame the question a little differently, and that would be, what is a factor that has helped you succeed that most people wouldn't know about? [00:12:14] Rich Stearns: This also relates a little bit to my family background, but I understood as a teenager that I didn't have a safety net, right? So I was either going to make it on my own or I was not going to make it, but I didn't have anything to fall back on. I didn't have family wealth. It wasn't like I could move back in necessarily with my parents. So when I got to Cornell, I just thought I've got to succeed or die. It's like graduate or bust because, in fact, I remember one summer I was driving a taxi some of the summers during Cornell and even when I was in business school, the summer before business school. And there was another college kid my age driving a taxi with me to make money. And that Fall he decided, I'm not going back to college. I'm making pretty good money driving a cab, and I'm just going to stay driving a cab. He said, you ought to think about it, Rich. And I said, my dream is that someday I'm going to ride in the backseat of a cab because I saw that as something rich people did. They wrote in the backseat of cabs. I'd never ridden in the backseat of a taxi. So, just understanding that I didn't have a safety net and that, I had to make it or bust motivated me. Now, I think later in my career, Tommy, the success factor for most leaders, I think, is the ability to get along with people to win their trust and respect, to motivate people around you who are part of your team, to treat people the right way and develop a group of people that respect you for your ideas. And those people are very helpful in your career, ultimately, because if you're successful managing those people, you're probably going to do pretty well in your career. [00:13:58] Tommy Thomas: Most of us, if we've been around very long, we've had our mettle tested two or three times some of us come out better than others. Can you share with us a time when you had your mettle tested and how you came out of it? [00:14:09] Rich Stearns: I'm quite proud of this accomplishment. Most leaders can't say this, but I got fired twice in the space of one year, early in my career. It's a long story that I won't tell, but being fired twice was devastating. I was in my mid-thirties. I had three kids, and a mortgage to pay, and I got fired twice in the space of one year. I was in my mid-thirties. I had three kids, and a mortgage to pay. And of course when you're fired from a job, so much of your identity is wrapped up in your title and where you work, what we do. It can just be very devastating when that is kicked out from under you, not to mention the financial insecurity and things that go along with that. God actually used that in my life to really deepen my faith and kind of drive me back to him. If I'm honest with myself, I would say in the first 10 years of my career, I was very successful. I became a CEO by the age of 33 and everything I touched seemed to turn to gold. And I thought, wow, this is sweet. This is going to be a great life. I've made it. And now I've made it to the top of this company. And then all of a sudden, the winds changed. I got fired and found another job. I got fired from that and then found myself totally derailed. But I think what God was trying to do is say, Rich, I'm going to take you out of the game and sit you on the bench. The coach needs to do a little work with you. I think what was happening is I was forgetting that my first job is to be an ambassador for Christ in the workplace, that's really my calling. That's the calling of every Christian. It's from II Corinthians 5 where Paul says, we are therefore Christ's ambassadors as though God is making his appeal through us. And so, wherever you work, whatever you do, if you're a follower of Christ, you're supposed to be His ambassador. And the other job you have is really your cover job, right? It's almost like you're undercover and whatever you do, you might be a professor, you might be a businessperson, or a teacher. And what God taught me over the course of those two years, I was unemployed for about a year looking for a job, and there's no more helpless feeling than being unemployed and hat in hand, basically asking people if they'd consider hiring you. You have no power. All you can do is make phone calls and apply for jobs, answer want ads, those kinds of things. I think what God was really teaching me is to get your priorities straight. And when you've done that, I'll put you back in the game. And there was this memory from my childhood catechism classes. I grew up Catholic and we had to memorize the answer to this question, why did God make me? And the answer was to know Him, to love Him, and to serve Him in this world. And it dawned on me, it was like a flash of insight, that's what I've been missing. Wherever I work, my job is to know God, to love Him, and to serve Him in that place and I can do that being unemployed, I can do that as a taxi driver, or I can do that as a CEO. But wherever I am and whatever I'm doing I can try to know God better, to love Him and serve Him in this world and that's what I took with me into my next job, which was at Lenox China. [00:17:20] Tommy Thomas: Thinking back early in your career, who was the first person that saw leadership potential in you and maybe set you on the track? [00:17:30] Rich Stearns: I'll talk about two different people. The first one was a negative influence. My first job was with Gillette out of business school, Gillette in Boston, and I was in sales administration analyzing, 30 cent coupon promotions and things like that and I wanted to get into the brand management marketing side of things. And so I worked with HR to set up some interviews and basically, it all came back that says, you're not cut out for this. You're not cut out for marketing. And I'll never forget the HR VP said, marketing is a young man's game and you're already two years behind, and I said, I'm 25. I said how young do I have to be? I'm 25 years old. I'm too old? And he said we don't think you have what it takes. You can have a great career here in sales, but we don't think you have what it takes for marketing. And of course, I said I got an MBA from the Wharton Business School in Marketing. It's what I really want to do. So, he was just this negative voice. You can't do it. You're going to fail. A few months later, I applied for this job at Parker Brothers Games, which was an entry-level marketing assistant job. And I went in to resign and he told me, you're making a big mistake. You're going to fail at that and you're going to regret this decision. So anyway, off I went to Parker Brothers the next week, and seven years later, I was the CEO of Parker Brothers having risen through the marketing organization to do every job from vice president to executive vice president and into the president's job. So I left this negative guy and my first boss at Parker Brothers was an encourager. He was a guy that said, you can do this. You can do this. He gave me assignments and he said, I trust you, you can do it. And he just believed in me. He sent me to New York to shoot TV commercials by myself. I'm 26 years old. I'm managing a director in an ad agency and the actors on stage, on set, and I'm shooting TV commercials of my own. So he caused me to really believe that I could do it and that made a huge difference in my motivation and my outlook. ++++++++++++++++++ [00:19:27] Tommy Thomas: What's the most ambitious project you've ever tackled? [00:19:30] Rich Stearns: I can think of a few. When I was at Parker Brothers, think about this. It was a hundred-year-old board game company we all know, Monopoly, Clue, Sorry, Risk, those games. We used to jokingly call it tortured cardboard. We're in the tortured cardboard business. They used to be called parlor games back in the 1890s. When nobody had television or radio or anything like that. And I had this idea to get the company into video games. And so, long story short, I had to sell the senior management. Remember I'm in my twenties. And I had to sell the senior management - don't think of us as a board game company, think of us as a home entertainment company. In the future, games are going to be played on video screens. And these were the early days, the early Atari games. And so I persuaded them to give me a shot at it. And again, long story short, within 18 months, I had hired 180 people. Engineers, software designers, game designers, technicians, marketing people, hired a whole separate sales force. And we doubled the revenues of a hundred-year-old company in about 18 months to two years. So Parker Brothers sales went from $125 million, I'd say in 1980 to $250 million by the end of 1982. It was a huge challenge and pretty amazing. And that's ultimately how I ended up being promoted to CEO. But I would mention World Vision though, as well. So early on at World Vision as the new guy, I saw what the AIDS pandemic was doing to children and families in Africa. And it was largely unknown in the United States. AIDS was a stigmatized disease of the homosexual community.  Christians had wanted nothing to do with AIDS. And when I told my marketing team at World Vision that I thought we needed to really embrace this AIDS crisis, raise a lot of money and help these people. There were 13 million orphan children in Africa because of AIDS and many widows and lots of grandmothers that were raising their grandchildren because their parents had both died. My marketing guy said, our donors won't give to this.  We're a G-rated ministry and AIDS is an R-rated issue. This is about human sexuality and Christians are not interested in this. And my marketing guy said, our donors won't give to this.  We're a G-rated ministry and this is an R-rated issue. This is about human sexuality and Christians are not interested in this. In fact, he did a Barna survey to prove that he was right. And I think that survey showed that only 3% of evangelical Christians said they would definitely be willing to help children that had been orphaned by AIDS. And I said we're going to go there anyway we're going to do it anyway, because it's the right thing to do. And God help us if we remain silent, in the face of this huge crisis in Africa. And so, we did. We went after it and it was a huge challenge because I had to convince my own people to do it. My own team didn't want to go there, and they were the first people I had to convince. And for about the next five years, every speech I gave, every person I talked to, it was about HIV and AIDS in Africa, what it was doing to children and families, and how World Vision was going to help. And I think we raised more than half a billion dollars over those years to respond to the AIDS pandemic. [00:22:46] Tommy Thomas: It's been said that most of us learn the most from our failures. And so, my question is, if that's the truth, why are we all so afraid to fail?  [00:22:54] Rich Stearns: Tommy, one of my favorite quotes, and I don't even know who said this originally, but it goes like this, never trust a leader without a limp. And what that is basically saying is that a leader who has only known success is not completely formed as a leader. It's often been said, we learn much more from failure than we do from success. It's also been said that it's harder to pass the test of prosperity than it is to pass the test of failure, and that prosperity can ruin people in many ways. And we all know how that can happen. You see it with Hollywood movie stars and other people that have risen to high positions but have a great fall ahead of them because of their arrogance and their pride. But failure hurts, failure forces us to face our own shortcomings and limitations. But when we face our shortcomings and imitate limitations, we become more whole as people and more whole as leaders. We have more empathy for people that have failed, maybe people in the future who will work for us, who have failed at something or made a bad decision. It makes us humbler as leaders and much more sympathetic to other people that are struggling at a particular point in their life. So, when I came back from being fired twice, I was a much more empathetic leader than I had been before.  I was much more aware of the people around me and the struggles they might be having. And much more aware of my role as a leader in trying to help them succeed, and help them overcome some of their shortcomings. And so yeah, I think failure is, it's trite to say, but it's really character building and an important step in a leader's development I believe. [00:24:43] Tommy Thomas: Sticking with that thought, we look across the landscape and we see a lot of leaders who have fallen and went down a wrong track. What do you think is the most dangerous behavior that you've seen derail leaders' careers? [00:24:56] Rich Stearns:  I'd mention a couple of things. I think one is pride and arrogance, right? You get too big for your britches. You're bigger than life. We see this in some of the mega-church pastors that have failed, right? They're surrounded by fans who adulate them. Maybe they're surrounded by staff who are always praising them. Every word that comes out of their mouth is being praised and it can go to their head if you don't have an accountability group or if you don't have your feet rooted on the ground and you can start to get into riskier behavior and you start to think you're invincible and nobody can touch you. So I think that kind of arrogance can be part of it. This is related, but it doesn't always come with fame. I think leaders who become, I guess I'd say a lack of integrity, It's if you start as a leader. I've seen leaders who go down this path of losing their integrity, starting to do shady things, telling lies in the workplace, and playing office politics in a negative way.  Saying bad things about their coworkers. Bending the truth or fudging the numbers or, telling the boss what he or she wants to hear instead of the truth. I've seen leaders who go down this path of losing their integrity, starting to do shady things, telling lies in the workplace, and playing office politics in a negative way. Saying bad things about their coworkers and man, integrity is like an anchor. Partly because I was a Christian, but my non-negotiable as I was coming up through the ranks is I was always going to tell the truth to my boss, to the people I worked for, to the people that worked for me, that what you saw was what you got. I was never going to deceive anybody. I was never going to hide anything. I was just going to be very transparent about the way things really were, whether it was the sales numbers or the market share or whatever it was. And when you commit to that, when you commit to that integrity, both relationally and in terms of the way you speak and the things you say, it's like an anchor that keeps you rooted in the right place. It keeps you rooted. Yeah, that's often said if you don't tell any lies, you don't have to remember what lies you told. If you always tell the truth, you never have to get your story straight because you're not deceiving anybody and people trust you. I worked for family-run companies, Parker Brothers, when I started was still run by Mr. Parker. And then I went to work for Lennox and that was owned by a family, the Brown family in Kentucky. And when you work for a family-owned company, it's their money, right? It's their money. It's their company. And they put the highest value on integrity in their leaders because you're not just messing with some shareholder's money, you're messing with my family's money. My family's legacy. And so, they put a very high value on integrity. And I learned a lot from the culture of those companies. When you work for a family-owned company, it's their money. It's their company. And they put the highest value on integrity in their leaders because you're not just messing with some shareholder's money, you're messing with my family's money. [00:27:44] Tommy Thomas: At what point in your corporate career did your Christian life begin to grab hold and inform you? [00:27:52] Rich Stearns: I would say right from the beginning. I had a sense right from the beginning that I was a Christian. I used to put a Bible on my desk. I wouldn't be an undercover Christian, so the people would know. I always think it's helpful for people in your workplace to know that you're a Christian because that way you're not as tempted to get involved with the dirty jokes and the workplace behavior that might be inappropriate the way you talk about people or to people. And if you have a Bible on your desk and people know you're a Christian, it keeps you honest, right? These people know I'm a Christian. They're watching me. And I need to conduct myself in such a way that I don't bring shame to the Lord, right? So I always had a sense that I wanted to be a person of integrity in the workplace and that somehow would reflect positively on my faith and the Lord that I served. And might lead to conversations about faith where, somebody might say, hey, what's different about you or, tell me more about your church and those kinds of things that happened over the years. So those, I think from very early on, I did say a few minutes ago though, that by the time I got to be CEO at 33, my work was so all-consuming, it was just an all-consuming thing that I was beginning to compartmentalize my faith. It was still there, but it wasn't the first thing I thought about when I got up in the morning. It was like, I got to get to work. I got to do this. I got to do that. I've got to accomplish these things. And that's when, as I say, the Lord took me out of the game, put me on the bench, and said, hey, we need to get our priorities straight here. Are you willing to put me first in your life? In fact, my leadership book, Tommy, that I wrote a couple of years ago the first real chapter is about surrendering as Christians.   As leaders, our first job is to completely surrender our careers and our lives to the Lord. And once we've surrendered our career to the Lord, then it's his to do with as he pleases. And we're there to just be good ambassadors to serve him, whether our career goes up or down or sideways, we can still be a good ambassador for the Lord. +++++++++++++++++++++++++++++++++ [00:30:06] Tommy Thomas: I hope you've enjoyed this conversation with Rich as much as I have. I'm always amazed to learn about the early years of someone's life and how things turn out in the end.  Next week we will continue to explore Rich's leadership journey. He's been very candid and transparent in the conversation thus far.  That will continue next week.   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas World Vision Books by Rich Stearns: Lead Like It Matters to God: Values-Driven Leadership in a Success-Drive World by Richard Stearns The Hole in Our Gospel 10th Anniversary Edition: What Does God Expect of Us? The Answer That Changed My Life and Might Just Change the World by Richard Stearns Books by Rich and Reneé Stearns: God's Love For You Bible Storybook by Richard Stearns & Reneé Stearns He Walks Among Us: Encounters with Chris in a Broken World by Richard Stearns & Reneé Stearns   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile

Episode 240: I will discuss my memories of the games from the Parker Brothers Company from the 1970s when I was a child and wrap up past posts on my Vanished Chicagoland Facebook Page. --- Send in a voice message: https://podcasters.spotify.com/pod/show/pete-kastanes/message

Episode 240: I will discuss my memories of the games from the Parker Brothers Company from the 1970s when I was a child and wrap up past posts on my Vanished Chicagoland Facebook Page. --- Send in a voice message: https://podcasters.spotify.com/pod/show/pete-kastanes/message

Monopoly is the most successful and popular board game of the modern world and it was invented in the 1930s by Charles Darrow. OR WAS IT? While fighting a court case against Parker Brothers in the 1970s, Richard Anspach discovered that the game might actually have been designed by a woman named Lizzie Magie. This history of Monopoly is one of mystery, conspiracy, and corporate cover up.  You can find the Full Video version of the show over on YouTube at  https://www.youtube.com/@RememberRememberPodcast Contact us at  - RememberRememberShow@gmail.com  Twitter - @RememberCast https://twitter.com/RememberCast Instagram - @rememberrememberpod https://www.instagram.com/rememberrememberpod/ Find everything about the show over on our Website - https://www.rememberrememberpodcast.com/ Artwork and logos were made by Mary Hanson @MermaidVexa

Take a Chance with us this week as we play Monopoly! (This could be our most popular or unpopular episode yet!) Depending on where in the story you start, Monopoly was either first designed by Elizabeth J. Magie and patented in 1904 as the Landlord's Game, or developed and patented by Charles Darrow in 1935. It was first published by Parker Brothers. Monopoly was awarded “Game of the Century” by the Toy Retailers Association. Episode Summary: This week, the panel takes on Monopoly, the infamous board game that's taken over family game nights for generations! We'll take a deep dive into what makes this game so popular, yet equally capable of tearing families apart. Join us as we share our personal experiences with Monopoly, pondering the luck versus strategy component, and discuss the lessons it may (or may not) teach our kids about handling defeat. We break down the Monopoly game experience, analyzing various strategies and the role of jail within the game. Hear our thoughts on the delicate balance between luck and strategy, and how to use your properties to maximize your chances of winning. We'll also share some insights into family dynamics when playing Monopoly and how to navigate them. Finally, we'll discuss the power of luck and strategy in Monopoly, and how to make the most of these elements. We discuss the importance of social interaction to make the game more enjoyable. Discover the thrill of rolling the dice when you know that one roll is the difference between bounty or bust and join us as we play Monopoly.  Connect with us through our website, and find links to our social media and Discord server. Don't forget to participate in our Pick-Our-Play for July. The poll will close June 30th! We look forward to hearing from you! Chapters: (0:02:00) - Pass Go, Collect your $200 (9 Minutes) (0:011:20) - Visit Lovely Marvin Gardens!  (21 Minutes) (0:32:15) - Rolling Doubles? Believe It or Not, Straight to Jail (18 Minutes) Chapter Summaries: (0:02:00) - Pass Go, Collect your $200 (9 Minutes) The panel discusses the infamous board game Monopoly, its popularity, and the experience of playing as a family. We talk about the luck versus strategy component of the game, the feeling of crushing the underclass, and how it can lead to family strife. We also consider if Monopoly teaches kids to be sore losers and the importance of teaching them to not be. Ultimately, the panel agrees to give the game a fair shot. (0:011:20) - Visit Lovely Marvin Gardens!  (21 Minutes) We explore Monopoly and the strategies that can be used to play. We discuss the luck versus strategy component, how properties can be used to maximize chances of winning, and the role of the jail. We reflect on the joys and struggles of playing the game as a family and the importance of recognizing the dynamics at play. We also reflect on the importance of making deals and managing your finances to come out on top. (0:32:15) - Rolling Doubles? Believe It or Not, Straight to Jail (18 Minutes) We explore the importance of social skills in Monopoly and other games of chance. We also discuss the element of luck in these games, and how to balance it with those social skills. We debate the enjoyment of playing Monopoly, and we consider what score it deserves. Finally, we examine our luck and skill in games, and how it affects our enjoyment. Show notes created with assistance from https://podium.page / / / / / You can Listen to Us: Spotify || Apple Podcasts || Google Podcasts || YouTube You can Support Us: Patreon || Leave a Rating & Review wherever you listen. Ratings & Reviews are an easy and free way to show us your support. You can Follow Us: Twitter || Instagram || Discord  / / / / /

Join us this week, as the panel dives in and discusses the board gaming classic, Survive: Escape from Atlantis! Survive: Escape from Atlantis!, designed by Julian Courtland-Smith, was originally published in 1982 by Parker Brothers. It was later reprinted by Stronghold Games in 2012. It was nominated Game of the Year in Italy and Game of the Year in Spain. Episode Summary: Join the panel this week as we explore the classic board game Survive: Escape from Atlantis!, designed by Julian Cortland Smith and originally published in 1982 by Parker Brothers. We discuss the ins and outs of the game, including the rules for moving meeples & creatures, the different types of terrain, and the strategies for getting the most meeples to safety.  The panel gives their thoughts on playing Survive Escape from Atlantis, touching on the challenges of managing our meeples and the successful (and unsuccessful) tactics that were employed to reach dry land.  Connect with us through our website, and find links to our social media and Discord server. Don't forget to participate in our Pick-Our-Play for July. The poll will close on June 30th! We look forward to hearing from you! Episode Chapters: (0:00:12) - Escape From Atlantis Board Game (9 Minutes) (0:09:24) - Survival-based Strategy and Gameplay (11 Minutes) (0:20:09) - Surviving the Game(12 Minutes) Chapter Summaries: (0:00:12) - Escape From Atlantis Board Game (9 Minutes) The panel explores Survive Escape from Atlantis, a light-complexity game designed by Julian Cortland Smith and originally published in 1982 by Parker Brothers.  We discuss the rules of the game, such as how the meeples are placed and moved on the board and the two phases of the game are discussed. Strategies for getting the most meeples to safety and the importance of distributing the meeples effectively are discussed.  (0:09:24) - Survival-based Strategy and Gameplay (11 Minutes) The panel then discusses the goal of Survive Escape from Atlantis, which essentially is to lose the least amount of your meeples. We talk about the mayhem of the game and the potential advantages of going first.  (0:20:09) - Surviving the Game(12 Minutes) We discuss our experience playing Survive Escape from Atlantis. We reflect on the challenge of managing our meeples and the strategies we employed to make it to the shore. We also provide tips on how to play the game and where listeners can find it. Show notes created with assistance from https://podium.page / / / / / You can Listen to Us: Spotify || Apple Podcasts || Google Podcasts || YouTube You can Support Us: Patreon || Leave a Rating & Review wherever you listen. Ratings & Reviews are an easy and free way to show us your support. You can Follow Us: Twitter || Instagram || Discord  / / / / /

TCW Podcast Episode 187 - Atari's Sinking Ship   In part two of our look at Atari and the reasons behind the crash of the mid-1980 we see how Atari's handling of the excess product led to its downfall. The idea that they could treat this like any other overstock of products and push through did not consider the consumer's lack of knowledge. Together with the massive price reduction in the hardware for not just the VCS, but also the 5200 further eroded consumer confidence and understanding. By the time Atari started taking the drastic measure they needed to right the company they were sold by Warner because Warner could not afford the depression in stock price. Though logistics may not be the most exciting topic. It really is the core of what lead to the crash, and how Atari got into and failed to manage it speaks volumes about what future companies would need to do in order to survive.   ET Commercial Christmas: https://www.youtube.com/watch?v=K7LwjROqsQw TCW 133 - Rolling Dice with the Parker Brothers: http://podcast.theycreateworlds.com/e/rolling-dice-with-the-parker-brothers/ 2600 Pitfall: https://www.youtube.com/watch?v=pslbO6Fddhw Skeet Shoot: https://www.youtube.com/watch?v=_UWJFOUBxTo   New episodes are on the 1st and 15th of every month!   TCW Email: feedback@theycreateworlds.com  Twitter: @tcwpodcast Patreon: https://www.patreon.com/theycreateworlds Alex's Video Game History Blog: http://videogamehistorian.wordpress.com Alex's book, published Dec 2019, is available at CRC Press and at major on-line retailers: http://bit.ly/TCWBOOK1     Intro Music: Josh Woodward - Airplane Mode -  Music - "Airplane Mode" by Josh Woodward. Free download: http://joshwoodward.com/song/AirplaneMode  Outro Music: RolemMusic - Bacterial Love: http://freemusicarchive.org/music/Rolemusic/Pop_Singles_Compilation_2014/01_rolemusic_-_bacterial_love    Copyright: Attribution: http://creativecommons.org/licenses/by/4.0/

El Monopoly tiene su origen en un juego creado por Elizabeth Magie a principios del siglo XX. Años más tarde, en 1935, Charles Darrow, un vendedor de calefactores domésticos, patentó una versión del juego con el nombre de Monopoly. La antigua compañía Parker Brothers, dueña del juego, ha mantenido que el autor es únicamente Darrow, pero Elisabeth Magie fue finalmente reconocida como la creadora original después de años en los tribunales. Monopoly tiene su origen en un juego creado por Elizabeth Magie a principios del siglo XX. Años más tarde, en 1935, Charles Darrow, un vendedor de calefactores domésticos, patentó una versión del juego con el nombre de Monopoly. La antigua compañía Parker Brothers, dueña del juego, ha mantenido que el autor del juego es únicamente Darrow, pero la autora original es Elizabeth Magie, reconocida después de años de tribunales.

GREETINGS, MORTALS! Enjoy a mind-melting romp with FLUVAL & KRISTIE (Forrest & Emily from RadioFreeMultiverse). We dive deep into lore, give a masterclass on being a suffering sommelier, & reveal the TRUE explanation behind the meltdown at Silicon Valley Bank! Also mentioned in this episode are: Grand Emperor Aquaeon, Thanksgiving, Jerry Seinfeld, the Parker Brothers, & Ennui. Be sure to watch our live shows Fridays 8PT, at twitch.tv/wizworldlive

Heather Bogle's murder was nothing short of brutal. The young, single mother's body was discovered in the trunk of her car, shot and beaten. Detective Sean O'Connell was assigned to Heather's case. Despite the fact that Heather disappeared shortly after she finished a shift at the local Whirlpool plant, Detective O'Connell didn't bother talking to her co-workers. Instead, he focused on three people with no apparent tie to Heather. When samples of their DNA didn't match DNA found on Heather's body, the detective hid that information from the district attorney. Then Brandi felt like she'd been told to go straight to jail when, by chance, Kristin told the history of everyone's least favorite game – Monopoly. Brandi was tempted to turn on the water works, but she hung in there as Kristin told the tale of how Parker Brothers' sought a monopoly on Monopoly. Rumor has it that Brandi nearly kicked a small dog with an old boot (again!) but Kristin distracted her with her community chest.  And now for a note about our process. For each episode, Kristin reads a bunch of articles, then spits them back out in her very limited vocabulary. Brandi copies and pastes from the best sources on the web. And sometimes Wikipedia. (No shade, Wikipedia. We love you.) We owe a huge debt of gratitude to the real experts who covered these cases. In this episode, Kristin pulled from: An episode of American Experience, titled, “Ruthless Monopoly's Secret History” “Monopoly was designed to teach the 99% about income inequality,” by Mary Pilon for Smithsonian Magazine “How a fight over a board game monopolized an economist's life,” by Mary Pilon for the Wall Street Journal “New game is marked by a two-way stretch,” by Richard Ramella for The Berkeley Gazette “‘Anti-Monopoly' loses to Monopoly,” Associated Press, The Hanford Sentinel “Ralph Anspach,” holocaustfoundation.com/ralph “Monopoly loses its trademark,” by Pamela G. Hollie for the New York Times In this episode, Brandi pulled from: “Good Cop/Bad Cop: The Heather Bogle Murder” episode 48 Hours “Jagged” episode Dateline “Heather Bogle” chillingcrimes.com “How Did An Investigator End Up Behind Bars Himself After Probing The Murder Of An Ohio Mom?” By Jill Sederstrom, Oxygen “O'Connell victim wins his lawsuit” by Matt Westerhold, Review Times “Justice comes in 2 colors” by Staff, Sandusky Register YOU'RE STILL READING? My, my, my, you skeezy scunch! You must be hungry for more! We'd offer you some sausage brunch, but that gets messy. So how about you head over to our Patreon instead? (patreon.com/lgtcpodcast). At the $5 level, you'll get 40+ full length bonus episodes, plus access to our 90's style chat room!  

Since its release in 1935, Monopoly has been translated into 37 languages and is played in more than 103 countries around the globe. It's arguably the world's most famous board game. But this iconic pastime we now associate with cutthroat capitalism had a very different message when it was first conceived. In fact, it was only transformed into the version of Monopoly we know today because the rules were tweaked and customized as it passed from person to person in the first few decades following its conception. Today, the same crowdsourced feedback that helped create Monopoly, has helped usher in a board game renaissance. Crowdfunding and digital game platforms have reinvigorated the industry and given enthusiasts a hand in developing the games they love. Learn how our digital hive mind is improving how we play on this episode of Trailblazers. Featuring Philip Orbanes, Guido Teuber, Jonathan Ritter-Roderick, Marcin Swierkot and Davide Garofalo.For more on the podcast go to delltechnologies.com/trailblazers

For generations, Monopoly has been America's favorite board game, a love letter to unbridled capitalism and — for better or worse — the impulses that make our free-market society tick. But behind the myth of the game's creation is an untold tale of theft, obsession and corporate double-dealing. Part detective story, part sharp social commentary and part pop-culture celebration, Ruthless: Monopoly's Secret History presents the fascinating true story behind America's favorite game. Contrary to the folksy legend spread by Parker Brothers, Monopoly's secret history is a surprising saga that features a radical feminist, Lizzie Magie. a community of Quakers in Atlantic City, America's greatest game company, and an unemployed Depression-era engineer. According to the official origin story, during the Great Depression, an amateur inventor named Charles Darrow sketched out the now-famous Monopoly board on a piece of oilcloth on his kitchen table. His game became a best-seller, Darrow became a wealthy man, and Parker Brothers was saved from bankruptcy. It was a classic American success story. But it wasn't true. The real story behind the creation of the game might never have come to light if it weren't for the determination of an economics professor and impassioned anti-monopolist named Ralph Anspach. Director and writer Stephen Ives joins us to talk about his own journey to unlock the vault of obfuscation and corporate greed regarding the forgotten history of this distinctively American rite of passage / iconic board game. To watch go to: pbs.org/americanexperience/ruthless-monopoly Written and directed by Stephen Ives and executive produced by Cameo George, Ruthless: Monopoly's Secret History premieres on AMERICAN EXPERIENCE on Monday, February 20, 9:00-10:00 p.m. ET (check local listings) on PBS, PBS.org and the PBS App.

La demanda de la empresa Parker Brothers cabreó aún más al profesor de economía Ralph Anspach. Sin el cual no sabríamos quién creó en realidad el Monopoly. Ni con qué moraleja.

My guest is Stephen Ives, writer and director of a documentary titled "Ruthless: The Secret History of Monopoly," which airs Monday night on the PBS series American Experience. The film explores the tangled history of the board game Monopoly and the fascinating story of one man's tireless efforts to uncover the truth about the woman who actually invented the game, despite what Parker Brothers said to the contrary.

(00:00) Intro (1:37) Creation of Monopoly (6:04) Henry George (9:05) 'Landlord's Game' (11:52) Charles Darrow (14:48) Parker Brothers (16:05) Monopoly sales today (20:10) Original game intentions (24:41) Outro Chief joins the show to talk about the history behind the 'Monopoly' board game. We get into the game Monopoly was based off of, how the original creator was cut out of the deal, what Monopoly sales are like today, and more.You can find every episode of this show on Apple Podcasts, Spotify or YouTube. Prime Members can listen ad-free on Amazon Music. For more, visit barstool.link/thedogwalk

Can a board game from 1976 make you feel hopeful about the state of today's society? Turns out, it's possible. Elizabeth's kids were playing the game, Careers, over the holiday break, but the 70s version. Tune in this week to hear how that experience gave her a little burst of hope for 2023.Radiant BadassChris Martin, Creativity CoachCareers, a board gameThe Marriage Portrait by Maggie O'Farrell

ON THIS EPISODE We interview the authors of "A WORLD OF DEMONS: THE VILLAINS OF DOCTOR WHO," including Hannah Friedman, Ken Deep and Barnaby Edwards.In their own words:"A World of Demons: The Villains of Doctor Who”“One may tolerate a world of demons for the sake of an angel”—Jean-Antoninette (“Reinette”) Poisson, aka Madame de Pompadour, “The Girl in the Fireplace”What a world of demons Doctor Who has presented us with over the past seven decades: from Daleks and Cybermen to Weeping Angels and the Silence, the greatest villains of the Who-niverse have achieved an iconic status all their own, cementing themselves in the minds of millions of viewers (why else would Parker Brothers have devised a version of Monopoly after them?). If, as the Seventh Doctor once said, "You can always judge a man by the quality of his enemies,” the Doctor is great indeed, rescuing the universe time and again from some of the most formidable and terrifying villains in science fiction history. Now, for the first time, an entire anthology of essays is dedicated to deconstructing this gallery of blackguards. Who are the greatest Who villains of all time? Why are they so frightening? And—apologies to Shakespeare—what do they tell us about the villainy of our own fears?Featuring essays by Joseph Dougherty (executive producer, Pretty Little Liars; producer, thirtysomething), Steven Ashby, Anton Binder, Sarah Corey, Ken Deep, Jan Fennick, Hannah Friedman, Mark Givens, Nancy Hutchins, Jennie Jarvis, Don Klees, Chris Kocher, Robin Koman, Charles Martin, Michael Robinson, Steve Sautter, and Shane Thomas.Edited by David Bushman (Conversations with Mark Frost) and Barnaby Edwards (president, Doctor Who New York)► A WORLD OF DEMONShttps://www.fayettevillemafiapress.com/product/doctor-who-copy/?fbclid=IwAR3T0BiIgXXT1vjJ0H8GmrDJ1slB0vm5xg0Ipuu_1fljcGR7F-iUtnmR8p8Follow The Legend of the Traveling TARDIS on Social Media:► FACEBOOK - Facebook.com/TheTravelingTARDIS► YOUTUBE - YouTube.com/TheLegendOfTheTravelingTARDIS► WEBSITE - TheLegendOfTheTravelingTARDIS.com► TWITTER - Twitter.com/TheTravelTARDIS► INSTAGRAM - Instagram.com/legendtravelingtardis► TWITCH TV - Twitch.tv/travelingtardis► IHEARTRADIO - iheart.com/podcast/966-the-legend-of-the-travelin-30296020The Legend of the Traveling TARDIS covers the latest news, gives the most diverse reviews and fun interviews about the Doctor WHO WHOniverse.► THE LEGEND OF THE TRAVELING TARDIS FAMILY OF SPONSORS:► Doctor WHO: Worlds Apart Virtual Card Game: doctorwho-worldsapart.com► FameTek / Speakers and Chargers: fametek.com► BE A PART OF OUR FAMILY OF SPONSORS - Got a product or service you want promoted on The Legend of the Traveling TARDIS?Email Sage@hanginwithshow.com or Christian@hanginwithshow.com for rates and details.Thumbnail design by KEVO RISSE of "Husbands Talking, More or Less Podcast."► PODCAST: https://podcasts.apple.com/gb/podcast/html-husbands-talking-more-or-less/id1446018337

When you open the door to the unknown, there's no telling who will drop in... or when we will drop a new episode of 80s Revisited! Use code "Revisited" for 20% off and free shipping at MANSCAPED.COM. 80srevisited@gmail.com to talk with us, and leave a review for us! Thank you for listening 80s Revisited, hosted by Trey Harris. Produced by Jesse Seidule.

Kenner and Lucas make a last minute deal and an unconventional sales strategy wins the Toy Wars. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom-and-pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I'm Stephen's sidekick and business partner Dave Young. Before we get into today's episode, a word from our sponsor, which is, well, it's us, but we're highlighting ads we've written and produced for our clients. So here's one of those. [Tapper's Jewelry Ad] Dave Young: Welcome back to the Empire Builders Podcast. Dave Young here with Stephen Temple. And we were going to start this episode with the whole scrolling a long time ago in the galaxy, far, far away. There were these movies, these Star Wars movies, and then three more of them. And in the meantime, toys. We're going to talk about toys? Stephen Semple: We are going to talk about toys. There's a couple of really interesting stories from the early days around the Star Wars toys. So as we know, Star Wars comes out in 1977 and it's this huge success. And in 2020, the value of the Star Wars franchises is estimated to be $70 billion, when you put it all together. They do about $14 billion in toy sales, which is twice the box office sales. Toys is a very, very big part of the business, highly, highly collectible now. And when Star Wars came out, the most popular toys were Barbie and GI Joe. Those were the most popular toys of the day. And when you look at it, a lot of the success that came from toys at the time had small screen tie-ins. So they had TV shows or cartoons or television ads. Dave Young: Yeah. Stephen Semple: That was basically what really made toys work. And movies are different. Traditionally, movies didn't have toy tie-ins because a movie would come out, it would be around for a few months and then it would be gone. And once the movie was gone, the toy sales would decline off. Dave Young: You wouldn't roll the dice on creating a whole bunch of toys before the movie came out because you didn't know if it was going to be success at the box office. That's always been a bit of a dice roll. Stephen Semple: It's hard to use movies to sell toys, certainly at the time. And so when Lucas approached Mattel, Hasbro, Parker Brothers, they all turned him down. Dave Young: Yeah. Stephen Semple: They all said, "Nah, nah, we don't want to do this. Now, he really believed in the potential of the toys, but six months out from the release of the movie, he still didn't have a deal. And part of the other challenge, he was also very secretive, he didn't want to share drawings and things along that lines, he was prepared to share the script. So finally Lucas approaches Kenner. And at the time, Kenner was this really tiny company located on the 11th floor of a Kroger department store building in Cincinnati, so they're this tiny player in the Midwest, but at this point, they're the only suitor. And it turns out that there's a Jim Swearingen who works at Kenner is this huge sci-fi fan, and in fact, a follower of George Lucas. And Jim looked at the script and thought, "This is great." So he goes and he commences upper management and he recommends it to them and they do a deal. Now, here's the thing, because they also knew they were the only suitor and time was limited, they cut a sweetheart deal. So Kenner got 95% of the fees and Lucas got 5%. Dave Young: Oh wow. Stephen Semple: And Lucas hates this deal, but he had no choice. More on this later. So with the film six months out, they're interested in doing it, but they still haven't inked the deal, but they're in that early stages. And look, normally it takes a year to get a toy out. Because here's what happens; you do some sketches for the licensee, licensee looks at it, comes back with changes, you then go back to the licensee,