Podcasts about Peers

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Denis O'Shea, Founder of Mobile Mentor, helps organizations pursue a clear goal to simplify your tech environment while strengthening security and empowering employees to remain productive. Driven by the joy of learning and intellectual adventure, Denis left a 15-year career at Nokia to build a company that learns about emerging technologies, translates them into business outcomes, and mentors customers through change. In this conversation, Denis introduces The Tech Stack Streamlining Framework: Understand Current Tech Stack, Assess Capacity for Change, Benchmark to Peers, Build the Roadmap, and Deliver Simplified Tech Stack. He explains how immersing his team in a customer's environment, asking thoughtful questions, and benchmarking the organization against its peers can reveal a clear path toward a simpler technology stack. Denis also discusses Mobile Mentor's fast-growing mentoring service, how its Microsoft partnership transformed the business, the challenge of finding technology professionals who are natural mentors, and why people must remain responsible for the quality and accuracy of everything they produce with AI. — Simplify Your Tech Environment with Denis O’Shea  Good day, dear listeners. Steve Preda here, Management Blueprint Podcast. And today my guest is Denis O’Shea, the Founder of Mobile Mentor, a technology service provider helping thousands of clients find and maintain the right balance, securing devices, protecting data, and empowering people to be productive. Mobile Mentor is also a five-time Microsoft award winner. So Denis, welcome back to the show.  Thank you, Steve. Thank you for having me back. And I have to say, you look fantastic. You’re aging gracefully, and I hope I’m doing the same.  Well, unfortunately, my barber is on vacation, so I couldn’t visit him last week. But it’s great to have you back on the show, and we couldn’t agree whether it was two or four years ago that you were here. Anyhow, it’s great to have you back, and I’ve got some questions for you that I’m curious about. And first and foremost, the question is, what is your personal Why, and how are you manifesting it in your Mobile Mentor business?  My personal Why is probably learning. And I think the reason I went into business in the first place was to learn and grow as an individual. It certainly wasn’t money. I expect money as an outcome from the process, but I didn’t go into it for money. It was really to learn, and the trigger for me was I did an executive education program in Switzerland. I was living there for a few years, and that blew my mind. That just exploded my mind when I started learning all about mergers, acquisitions, turnarounds, management buyouts, all these different ways of growing a business that were nonlinear.  And that motivated me to go on and do an MBA, and that then motivated me to leave my employer, who was a great company. I was working for Nokia for 15 years. They were amazing, but I decided to leave them and go out and embrace all this nonlinear stuff and found a company from scratch. And one day I thought maybe I’ll do a spin-out, or maybe I’ll do an acquisition, and I’ll do all these different things. And it was purely for the joy of learning and the intellectual adventure. So I think that’s my Why. It’s learning.  Yeah. Well, learning is great, and it’s a big driver of businesses when they are able to learn, especially in today’s age. So tell me a little bit about how Mobile Mentor is reflecting this way of learning. Is it a learning organization, and in what way is it?  Oh, that’s an interesting question, Steve. I would hope we are a learning organization. Something I’ve been saying to my kids and my staff for years is, “We’re a learning species. We can learn anything we put our minds to.” And so I would hope we are a learning organization. And the word “mentor” plays a huge part in not just our brand, but how we work. So we’re a technology service company. We’re always unpacking the latest technology and helping customers figure out what to do with it and how to extract value from it.  So I would hope that we’re good at learning what the technology can do and then translating that into outcomes for customers and helping people unlock the full potential of the technology they’ve just purchased. And when we started 22 years ago, we were focused on mobile devices. That’s why the company’s called Mobile Mentor. Nowadays, it’s mainly AI and security and all that. And by the way, we’re going through a rebrand. The company’s just going to be called Mentor going forward. Just Mentor. So that we can work with all technology, so we remove any association with that small device where we started 22 years ago. So I think we are very good at learning, internalizing the new technology, and then translating that into business outcomes for our customers.  Yeah.  That’s what I feel like our core skill is.  Yeah. And I love this concept of mentoring because essentially it’s not about teaching people, it’s about helping people discover how to be great. And if you can do that, that’s amazing. So that brings me to the next question, which is about frameworks. So this, as you know, this podcast is about frameworks, and what I’m curious about is, what’s a framework that has helped you grow this company, build this company, or help your clients or mentor your clients? Maybe it’s a mentoring framework. Maybe it’s a technology framework. So something that comes to mind that can be explained in three to five steps to our listeners.  Sure. We have a really strong framework at the front end of our sales process. It’s an assessment and roadmap we do for customers. And it’s something that’s on our website. It has a price point, so it’s got a value, but we choose to give it away for free when we get a strong, well-qualified opportunity, or when we have a channel partner bring us a strong lead. We will use this assessment and roadmap process to build a vision for the customer. And the way we do it, we’ve got a good framework for this.  We go through an assessment. So we tell the customer, “We’re going to have a look at your environment holistically and get a really good understanding of the technology stack you have today, all the different technologies you’re using, and also get a good understanding of your organization’s capability and capacity for change, and how you embrace change, how you make change happen. “And we’re going to show you how you compare to a whole bunch of other organizations.” I think we’ve done 174, 175 of these in the last maybe three years. And so we show the customer how they compare to others in their industry and also against others roughly their same size. And then, most importantly, we build out a roadmap, and we show them, “Here’s how you can potentially go from where you are today with today’s technology stack,” which is usually very busy, it’s usually a long list of technologies, “to a much simpler technology stack in the future if they’re willing to consolidate on one or two platforms and do all the possible integrations, automations, and simplifications so that they’re extracting much more value from one or two platforms, like Microsoft, than having a whole colorful mix of different technology vendors.”  So we’ll say, “Here’s a journey you could go on,” and then we describe it in vivid detail, showing all the different parts and how they would go passwordless, how they would automate setting up new employees and all the technology they need, how they would automate all their patching and security, how they would embrace AI into their operations, how they would use AI for productivity improvements, and kind of show this technology journey. That process, or that framework, of doing an assessment, and it covers 120 different topics. So we do the assessment, the comparison, the roadmap.  We find that to be extremely powerful because customers will look at that, and they’ll look at the destination and say, “Right. We want to be there. We want to get that outcome,” and then they’re buying off us. We’re not selling to them. They’re basically saying, “Okay. We want to get there. How do we do it? Help us. How can you come in and help us do it?” So the narrative flips from us being a sales organization to then being a mentor and helping the customer figure out how to get there.  And of course, we want to sell services, and we want to sell long-term contracts to say, “Yes, we can take you from here to there, and it’s a three-year engagement to do all those changes.” So that’s what we want. But the customer is buying it off us because they’ve bought into the destination.  Yeah. And that’s the modern buyer’s journey, right? They research you. Before even they come to you, they want to listen to you because you might have something for them. So I love this framework. So what I noted down was step number one, understand the technology stack that they have. Step number two, assess their ability to manage change or to handle change.  Yeah.  Then you benchmark them to others in their industry or in their peer group. Then you build the roadmap, and then you show them the simplified end state, the simplified tech stack.  Correct. Correct. And then we give them options around how we can help them to get there. Usually, there’s three options. And we say, “Well, what style of engagement works best for you? How would you like us to work with you?” And then it becomes a very comfortable, easy sales process from there, and it becomes easy because we’ve done all the listening.  So when we do the assessment and we cover 120 topics, we do 60 questions in 60 minutes. So it’s two one-hour sessions. And we call it our “friendly interrogation.” But what happens during that time is what I call a selfless immersion in the customer’s world. So we don’t talk about us. We never talk about us. Everything is about them, their technology stack, their environment, their processes, their technical dependencies, all the things about their organization.  So we get this really rich understanding of their environment. And at the end, guess what they say, Steve? Or guess what they say at the end of that interrogation or that assessment session?  I don’t know. Give it to us. What do they say?  They say thank you, which is extraordinary, and it surprised me when it started happening. But people love to be heard. We’re not selling. We’re not pitching anything. We are just seeking to understand their environment and asking a whole bunch of really good questions. So we don’t need to tell them who we are and what we’ve done, that we’ve won Microsoft Partner of the Year and blah, blah, blah. We don’t need to do any of that.  They know that we know our stuff because of the questions we’re asking, because those questions have been refined and refined and refined. So we’re able to get right into the heart of their issues, and they tell us all about their environment and their issues and concerns and frustrations. And at the end of the assessment, they say, “Thank you.” And I remind them, I say, “We haven’t delivered anything yet. All we’ve done is asked you a whole bunch of questions.” But they feel like it was almost a cathartic process of unloading and sharing all of it. And then we do the second session, and the rapport gets even better, and they bring in some different people.  So by the time we get to the end of the assessment, we’ve had a really good conversation about 120 different things. There’s now a high degree of trust. And so when we come back in the third session, we say, “Okay, we heard you. Here’s where you are. Here’s how you compare to others. Here’s where you could be, and here’s what the journey would look like to get you there, taking all the complexities into account, all the dependencies, all the legacy, all the technical debt you might have. “Here’s what it would take to get you to where you want to be.” They’re now listening and they’re trusting us because we’ve listened to them.  Yeah. I love that. That is very powerful. And asking good questions is actually not always easy. In the age of AI, answers are omnipresent, but good questions, good prompts, that’s a skill, right? To ask the right question.  It is. And it’s interesting you mention AI because we’re not using any AI in the way we do this. We could choose to send out a form to the customer and say, “Please fill out this form.” Actually, we tried that. We tried that 10 or 12 years ago in our New Zealand operation, and it was a complete disaster. Nobody wants to fill out a long form and answer all those questions. But if you have a conversation face-to-face, on Teams or Zoom, whatever, you can have the conversation. You’ll get all the information.  But now we’re establishing rapport between us while we do that, and that also gives them a flavor of what it’s like to work with us. How we interact and how we follow up the question, how we drill down, how we clarify and confirm, “Did I understand that correctly?” in a way that you don’t get from just filling out a web form. And we also don’t use AI to analyze the transcript and try and fill it out. We actually do it based on us understanding it, because we find we get way more detail and nuance than relying on a transcript.  That’s very interesting. Definitely, when there’s a human on the other end who is interested in what you’re saying and is listening deeply, it’s a highly motivating and even inspiring thing. That’s why it’s hard to make a talk without the audience, because you need the energy of the audience. So you provide the energy for them to come up with the goods and explain where they are, right?  Yeah, yeah. So let me switch gears and ask you this. What drives growth in your business?  What drives growth? Two things. One, that process sets us up to be able to sell something. The fastest-growing thing that we sell is a service called mentoring, which is very closely aligned to our brand and the way we work, and it’s something that’s very unique to us. So what we figured out is that there are some customers who just want to bring in a partner to build something for them let’s say to deploy some new technology, and then they want the vendor to go away and leave them with it. There are other organizations who don’t want to touch the technology. They want somebody to provide a managed service, so you get all the outcomes.  And those two technology service categories have been around forever, right? Microsoft has 400,000 partners doing this kind of work, doing project work, or providing managed services. We found a huge white space in the middle between those two. We found there’s a big white space in the mid-market, in particular mid-market organizations, where they have their own IT team. They don’t want to give the keys away to a managed service provider and let go. They want to learn all about the new technology.  They want to internalize the knowledge, and they want somebody to come in and help them deploy it with them, and be hands-on-keyboard, and do it together with them, and do lots of knowledge transfer, and help them build the documentation and the knowledge base, and get the experience and the skills so that their skills grow, their confidence grows. And we call that service mentoring, where we’re doing that for them. So we’re not just building it and walking away, we’re building it together with them. And it can be a one-year, two-year, five-year engagement where we’re building out this complex technology capability, but we’re doing it together, and they become the experts over time. That is our fastest-growing, top-selling service.  That’s fascinating. So it’s essentially coaching, mentoring, and still you turn it into an ongoing engagement because it’s not simple, right? There are a lot of layers to it. And what’s the timeline of such a relationship?  Typically three years. Typically. It can be as short as one, it can be as long as five. But for most of the technology transformation projects we’re doing, I would say they’re two, three, four years for the organization to change and embed all the changes and turn off all the legacy technology and fully embrace the new way of working. So our typical contract is three years. And then we set up all the cadences so that we’re working together every week through specific things, and there’s a weekly cadence, our engineers doing all that stuff, and then monthly coming up for air to see how we’re doing against the roadmap. Do we need to make any changes? What’s the focus for next month? And that’s a rolling process that keeps going on and on. And so the two teams end up working extremely closely.  Our engineering team, and we’re bringing in different architects, engineers, and there’s obviously a consistent project manager across it. And on the customer side, they’re bringing different engineers or architects depending on the piece of work we’re doing. But it’s generally all modernizing the way they work with Microsoft technology primarily, and changing from legacy stuff to very modern, invisible security, embedded AI, really trying to accelerate their maturity as an organization.  Yeah. Love it.  Does that make sense?  So it makes sense. I’m wondering, I mean, most businesses these days, they want to have recurring revenue, and even though you have a three-year engagement, it’s still not an evergreen engagement. So what do you do to turn these engagements into more of an enduring one, or you’re not trying to do it because it’s not the purpose?  That’s the $64 million question for our business, Steve, is how do we turn a two-year or three-year engagement into something longer? And it actually comes back to where you started with the learning thing. So what we need to be doing, and this is a constant battle for us, is learning about the latest and the newest technologies and staying ahead of the customer. Always staying ahead in terms of our knowledge so that we can keep adding new things to the backlog of work that needs to be done.  So that we might deploy technology A and get that done and do the migration and modernization, but then we need to move on to B and C and D and E. And there’s always new stuff, and actually the rate of change is accelerating now with AI. Everything is changing so fast, it’s unbelievable. But our job is to stay ahead so that we can always have something new and edgy that we can bring to the relationship. That we’re always able to give new knowledge, information, value.  So is it a managed technology business or is it more of a consulting business?  Ah, we are three different things. We do a lot of project work where people will come in and say, “Migrate us from platform A to platform B.” So we do that. We do this mentoring service where we’re doing the change and modernization together with the customer. We’re also a managed service provider. We have a lot of small and medium businesses that say, “We don’t have an IT team. We don’t want to have an IT team. Manage this stuff, make it invisible to us. Just give us great service and give us great reports and be transparent with us.” And that’s part of our business too.  So I would say we’re roughly one-third professional services, project work, one-third mentoring, and one-third managed services. So more than half the business is recurring revenue in any given year.  So what makes this kind of business hard to scale, or what makes it easy to scale?  What makes it hard to scale is finding great people who can learn and share that learning with customers, so people who are natural mentors. So what we do not want is to hire geeks who want to just put on noise-canceling headsets and sit in front of a screen coding all day. They would not work for us. We want people who are head up, good people skills, want to learn it, but want to share it. Naturally very good at sharing. So getting the right people, that’s one constraint to growth. The thing that makes growth easy for us is our relationship with Microsoft. That’s unbelievable.  We didn’t have a relationship with Microsoft 11 years ago, and they came to us and asked us to become a partner, and we did. And they asked us to work with them on a specific technology that was very immature at the time. And I set a goal for our team. I said, “What would it take us to become the best in the world at that one specific technology? To become the best in the world on that technology as it matures and grows?” And we set that as our North Star and really went after that and focused everything on that.  And that enabled us then to win Microsoft Global Partner of the Year based on our focus on that. And by winning that award, that got us noticed because they got 400,000 partners. So at the time, I was based in New Zealand, so basically the second-last rock before the end of the earth. And so we were nobody in a nowhere place and not noticed, and we’re just one of 400,000, completely lost in the noise. We got noticed when we won Global Partner of the Year and when we got recognized for being the best in the world at that one technology, and that changed everything, and I moved to America.  Then Microsoft introduced us to a whole bunch of customers, including the largest healthcare organization in the world, the largest education provider in the world, and largest government departments. And so now our business is totally different to what it looked like 11 years ago before Microsoft. And this goes on and on. So almost every day, they contact us to say, “Hey, we got this customer over here, and they got this problem, and we thought of you.” And then they introduce us, and we do our assessment, show them how they compare, build a roadmap, and say, “What would you like to do from here?”  Yeah. I’m just very curious about what is that technology, and what is the ideal customer for you for that technology? That technology is a platform called Intune. It’s a device management platform, so it’s for managing desktops, laptops, MacBooks, smartphones, tablets, and all that. And everything we do, of course, starts with a device. And so it’s the technology that secures and manages and configures our devices. Microsoft Intune is the name of the product, and that’s where we’ve got very, very deep expertise. But that leads us to all the other parts of the Microsoft 365 environment, and most organizations are using Microsoft 365 to some extent.  So in most cases, they’re coming to us and saying, “Hey, this customer has bought our licenses. They’ve got Microsoft 365 E5 or E3, whatever. They’re not using it all. They’ve got all these overlapping competitive products. They want to consolidate, reduce costs, or they want to improve security, or they want to simplify their environment. Can you help?” And we’re like, “Hell yeah, we can help. That’s right in our wheelhouse.” And so we have a discovery call with the customer. They tell us what they want to achieve, and if they’re a good fit for our assessment and roadmap, then we’ll propose that. So we’re not trying to sell anything at that stage, and we’ll do that.  It’s many, many hours of work. We’ll do that roadmap and assessment at our cost. Sorry, that’s our investment. That’s our investment in the relationship, so that we’re showing that we’re giving value back to the customer and to Microsoft because they brought us that lead, and we’re creating value from day one. And sometimes the customer will go, “Thank you. We understand the journey. We’re going to do it ourselves,” or, “We’ve got an existing partner,” or, “We don’t have budget,” whatever. And so we don’t land them all, but we’ve got a very high conversion rate. We land a lot of them.  And even if we don’t, I know that we deliver a huge amount of value through the process, and the customer goes, “Wow, that was great. That was a great process. We learned a lot. We can see where we need to go. We might be back in touch in the future when we do have budget or when the stars align.”  Or they refer someone else.  Yeah.  So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would that be?  I would say it would be doing more with AI internally. Some days I feel like an imposter because we are selling a lot of AI services, and we do a lot of AI work for our customers. But I, as the leader, I don’t do enough. I’m not doing enough with AI. I’m not building enough capability. I’m leading the charge, but I’m not savvy enough myself. And I feel like our leadership team could be doing more. So I feel like doing more, embedding more AI into how we work, is something I want to change or fix in the next year. Not just doing it for customers.  Yeah. I mean, you can never do enough with AI, right? There’s so much out there and so much changing, and to stay ahead of it, one’s head is spinning all the time. It’s very inspiring, but can be also overwhelming.  That’s true. And one of the things I’m dealing with is managing what we call AI slop, where we see people internally and externally producing things that are not good-quality outcomes because it hasn’t been double-checked. So just because it could be produced quickly and easily by AI doesn’t mean it’s great or specific enough or detailed enough or accurate enough for the result, whether that’s an internal report or an external thing.  So the coaching I’m giving people is you’re still responsible for the thing, the quality of the thing. You have to read it, make sure it’s on point, it’s detailed enough, the customer’s going to be happy with it or your manager’s going to be happy with it. We are still responsible for the thing we produce. Let’s not get lazy.  Yeah. And the more content you generate and the more solutions you generate with AI, the more the mental load on the decision-makers to actually filter out what’s not real and what’s real.  Yeah. Yeah. Yeah.  Yeah. I can see that happening. So if someone is listening to this and says, “Wow, I love this idea that you benchmark me, you figure out what our tech is, learn our tech, benchmark us, come up with a roadmap, and evaluate the organization, how fast we can manage change, and then come up with a roadmap and mentor us to get there and simplify our tech stack,” and would like to learn more and perhaps connect with you, where should they go? Where can they find out more information?  I’m on LinkedIn only. I’m not on other social platforms. I’m a bit of a Neanderthal in that regard. But Denis, with one N and O’Shea, O-S-H-E-A, on LinkedIn, and my company is Mobile Mentor. It will be Mentor soon, but we’ll keep the Mobile Mentor alive for quite a while. And so go to the company, mobile-mentor.com. And yeah, love to talk to any of your listeners and audience if this is a technology journey they want to go on or want a partner to work with them. That’s the role we play, being a mentor and helping people get the outcomes, but internalizing it and becoming experts while doing so.  Yeah. So if you want to filter out the AI slop and the AI noise, and you want real people who will look at your specific situations and help you and mentor you and help your staff get up to speed and simplify, then reach out to Denis. And if you enjoyed this conversation, stay tuned because every week I bring a couple of entrepreneurs who are sharing their frameworks of how they’re improving and growing their businesses, and you can implement some of these things yourself.  So thanks, Denis. Denis O’Shea, the founder and CEO of Mobile Mentor, soon to be called Mentor. Thanks for coming on the show, and thank you for listening. Thank you, Steve. Always a pleasure. Important Links: Denis's LinkedIn Denis's website

Hour 3 is all about the buzz regarding Rafael Devers' return to Boston, and the expected reception he'll receive from the Fenway Park crowd. Plus, John recaps his 49ers' impressions, including Jacob Cowing's impressive punt return and De'Zhaun Stribling's impressive performance. John lists the team's missed draft picks, with a focus on their lack of impact players and the teams they're competing with in the division. See omnystudio.com/listener for privacy information.

Academy alum Dev Baldwin joins Dave to share how he leveraged the power of learning from peers. Are you at an inflection point? Applications to the Coaching for Leaders Academy will open in the coming weeks. Visit the Coaching for Leaders Academy page to request an early application.

Peer Robotics CEO and co-founder Rishabh Agarwal is today's guest on The New Warehouse Podcast. Peer Robotics develops collaborative mobile robots designed to automate material movement across manufacturing and warehouse environments. Its Peer 3000 platform moves pallets and supports applications including trailer loading and unloading.In the conversation, Agarwal looks beyond what the robot can physically do. He explains why ease of use may determine automation adoption, why ROI must appear quickly, and how human-in-the-loop systems can make robotics more adaptable. He also sees robots becoming a source of operational data, not just physical labor.Learn more about Pallite here.Get to Intralogistex! Follow us on LinkedIn and YouTube.Support the show

This is a bit of a unique episode - not your usual "how to build a culture of experimentation" type episode. And you shouldn't skip this episode because 'it's not experimentation so i don't care' - this episode is SUPER important for anyone in an individual contributor role to hear her wisdom. Mallory "Take the Mantle" Randall is a seasoned veteran who's gone through all of the different stages in her career. And she's learned super valuable career growth things, moving from individual contributor, to managing a small team, to managing MANY teams as VP. So many CROs and experimentation people fixate too much on their program, they don't realize there are people outside of the organization with different goals, trying to accomplish different things. This is why her POV is so important. We got into:- When you start your job, understanding your peers is just as important (if not more important) than actually getting your program off the ground- Peers need you to push back - understanding HOW to push back, thoughtfully (and respectfully) is key. And picking and choosing your battles will help you grow in your career and get more things done- There are limitations to 'being right' - just because you're right, doesn't mean people will listen to you. Go follow Mallory on LinkedIn (we told her she's going to post more though leadership now, so stay tuned for amazing content coming from her):⁠https://www.linkedin.com/in/mallorysiler/Also go follow Shiva Manjunath on LinkedIn:⁠⁠⁠https://www.linkedin.com/in/shiva-manjunath/⁠⁠⁠Subscribe to our newsletter for more memes, clips, and awesome content!⁠⁠https://fromatob.beehiiv.com/

She led moonshot projects at Google X. Then she walked away to take on one of America's hardest problems: a youth mental health crisis where roughly 20 million teens and young adults need care — and only half get it. In this episode of Inspiring Women, Laurie McGraw talks with Obi Felten, founder and CEO of Flourish Labs, about a different model for closing that gap: training young adults with lived experience to become accredited, professional peer supporters — and scaling it with telehealth and AI through Peers.net. In this conversation: - Why Obi left Google X moonshots for mental health - The care gap: ~20M young people in need, only half reached - Peer support as a way to expand the mental health workforce — not just add clinicians - Winning Medicaid contracts to reach underserved youth - Peer support in high-risk moments, like post-ER care for suicidal teens - What it takes to scale a mission to a million supporters About the guest — Obi Felten: Founder and CEO of Flourish Labs, scaling professional peer support via Peers.net. Previously led technology moonshot projects at Google X and was Director of Consumer Marketing for Google across EMEA. BA in Philosophy and Psychology from Oxford; based in California. → obifelten.com · flourishlabs.com · peers.net About the host — Laurie McGraw: Laurie is a 30-year health technology executive and creator/host of Inspiring Women. She's Executive Vice President at Transcarent, and previously served as President and Chief Client Officer of Allscripts and SVP at the American Medical Association. A Brown University cognitive science graduate, board director, speaker and advocate for health equity and women's leadership, she started Inspiring Women to close a stubborn gap: women make up 70% of healthcare's workforce but hold only about 20% of C-suite roles. — Inspiring Women with Laurie McGraw advances women to healthcare leadership — and keeps them there. New episodes every Tuesday. #InspiringWomen #MentalHealth #HealthcareLeadership #WomenInHealthcare #PeerSupport #DigitalHealth #GoogleX

What are you known for? Is it what you want to be known for? And how much control do you have over either?In this episode of the Testing Peers, Chris Armstrong, Russell Craxford, Dan Ashby and Tara Walton explore intellectual territory: the ideas, problems and patterns of thinking we repeatedly return to.Against a backdrop of AI, changing roles and questions about future relevance, the Peers discuss whether intellectual territory is something we choose, discover or have placed upon us by others.They explore identity and perception, the opportunities and limitations of becoming known for something, and whether being a generalist makes territory harder to define. They also consider how territory can evolve as careers, interests and contexts change.And it doesn't require global recognition. Your intellectual territory might simply be what colleagues come to you for, what your team associates with you, or the perspective you consistently bring to a conversation.Exploring Your Intellectual TerritoryChris introduces seven questions for exploring your own intellectual territory. The fuller prompts are below.The aim is to uncover something durable: not trendy topics or surface positioning, but the patterns of thinking that are consistently yours.1. Across your past work, talks, writing and decisions:What recurring tensions do you return to?What problems do you seem unable to ignore?What assumptions do you frequently challenge?2. Where do you consistently add value?Do you clarify?Reframe?Simplify?Expose risk?Connect systems?Interrogate signals?Something else?3. What irritates you professionally?Vanity metrics?Superficial optimisation?Incentive distortion?Performative confidence?Something deeper?Irritation often points to intellectual territory.4. What do you believe that is both:True across contexts, andUncomfortable enough that not everyone agrees?5. What is the mechanism behind your thinking?Do you operate through empiricism?Through systems thinking?Through cultural observation?Through risk framing?Through interrogation of assumptions?6. If you stripped away job titles and trends, what lens remains?7. What capability would organisations strengthen if they deeply adopted your way of thinking?As you explore them:Challenge where you generalise. Push yourself to be specific. Avoid buzzwords. Avoid praise. Articulate patterns, not slogans.The questions aren't intended to produce an immediate answer. There may be a difference between the territory you believe you occupy and the one others place you in. You cannot completely control what sticks, but you can reflect on it, reinforce it or choose to move towards something different.References and MentionsThe episode references Simon Sinek and Start With Why, Brené Brown's work on vulnerability and leadership, April Dunford and positioning, DORA metrics, Lisa Crispin & Janet Gregory and agile testing, and Dan Ashby's continuous testing/DevOps model.#PeersCon27 (March 11th, 2027) is now LIVE Tickets for the event are live for the Price of £30.The Call for Papers is open until July 31st, 2026: https://testingpeerscon.com/collaboration/And as always, we are looking for sponsors to make this event the success it has been for the last 3 years, get in touch if interestedTwitter (https://twitter.com/testingpeers)LinkedIn (https://www.linkedin.com/company/testing-peers)Instagram (https://www.instagram.com/testingpeers/)Facebook (https://www.facebook.com/TestingPeers)If you like what we do and are able to, please visit our Patreon to explore how you could support us going forwards: https://www.patreon.com/testingpeersSupport the show

Mon, 10 Aug 2026 18:47:00 +0000 https://jungeanleger.podigee.io/3270-private-investor-relations-podcast-43-verbund-und-dax-peers-ein-talk-mit-geldmeisterin-julia-kistner e98b09d3a734c7f87b39befbac63aeca Dieser Kanal auf audio-cd.at ist presented by Baader Bank, CIRA, EY und wikifolio mit dem investierbaren Austria 30 Private IR Portfolio. Geldmeisterin Julia Kistner hat mich zum Aktienduell eingeladen. Ihre Idee: Auf Sicht 6 Monate je ein Pick mit Notiz in Österreich, Europa und international. Ich hab freilich im Rahmen des Regelwerks getrickst. Hier ein Auszug aus dem Talk der Original-Folge: Die Passage, in der wir u.a. über den Verbund sprechen. Zur Original-Folge mit Julia Kistner: https://open.spotify.com/episode/0h4sSmAjO12Gu8ddE5FSiC?si=97b9172f10db4a67 https://www.wikifolio.com/de/at/w/wf00atat30 http://www.audio-cd.at/pir Playlist Spotify http://www.audio-cd.at/private-investor-relations About: Die Serie "Private Investor Relations" des Podcasters Christian Drastil, der im Q4/24 in Frankfurt als "Finanznetworker #1 Austria" ausgezeichnet wurde, findet im Rahmen von http://www.audio-cd.at und dem Podcast "Audio-CD.at Indie Podcasts" statt. Dieser Kanal ist presented by CIRA, EY und wikifolio mit dem investierbaren Austria 30 Private IR Portfolio. Es handelt sich um das Ziel der stärkeren Vernetzung zwischen Privatanleger:innen und den Investor Relations Abteilungen. Für alle erwähnten Assets gilt der Risikohinweis. Im selbst komponierten Jingle unterstützt die Opernsängerin Ruzanna Ananyan. Bewertungen bei Apple (oder auch Spotify) machen mir Freude: http://www.audio-cd.at/spotify , http://www.audio-cd.at/apple . Du möchtest deine Werbung in diesem und vielen anderen Podcasts schalten? Kein Problem!Für deinen Zugang zu zielgerichteter Podcast-Werbung, klicke hier.Audiomarktplatz.de - Geschichten, die bleiben - überall und jederzeit! 3270 full no Christian Drastil Comm. (Agentur für Investor Relations und Podcasts) 406

Welcome to our Movember episode of Nursing Australia…. Yes that's right its August but this is our Mo-vember (as in the charity with the moustaches) episode.So why are we doing this now in August? Because Movember is not just one event that happens in November each year, its actually a year-round advocacy organisation that looks out for men's health - and as they put it: they stop men dying young.   First up, you'll hear from nurse Hayley Hodgson and her experiences dealing with men's health in the bush. Then, for a bit of fun, we've got some silly chats we did with the Mo staff on the ground at the Festival of Nursing last week, including their brick throwing contest. Then finally Dr Zach Seidler cuts a little more in-depth about some of the issues affecting boys and men. Thanks to everyone who attended the FON, Leith and I and the rest of the APNA team loved meeting you all. Keep your ears to the ground in the coming months for interviews and vox pops we did while there.Handy Links: Men in Mind MovemberClick here to get in touch with Nursing Australia (send a text for free from anywhere in the world) #askusanythingClick here to get in touch with Nursing Australia (send a text for free from anywhere in the world) #askusanything Hosted & Produced by: Matthew St Ledger & Leith Alexander  Produced by: Leith Alexander & Matthew St Ledger   

The system was fine. It worked. But now, the league might be forced to take a closer look at the relationships teams have with player sponsors. Will players connect the dots back to Kawhi Leonard?

We head to Bangkok first for an update from James Chambers on a tragic school shooting in the city. Then: we dive into corporate earnings to see which sectors are leading the pack. Plus: the CEOs of Bombardier and Qantas. See omnystudio.com/listener for privacy information.

Erica reflects on her professional evolution from a dissatisfied hospital employee to the successful owner of a dog waste removal business. She discusses the profound impact of peer pressure at different life stages, moving from youthful risky behaviors to a mature focus on positive social circles and personal branding. Krupin emphasizes how surrounding herself with mentors and fellow entrepreneurs helped her overcome limiting beliefs and develop the confidence to scale her company. She also touches on her spiritual journey and the importance of sobriety in maintaining a sound marriage and a focused business mindset. Throughout the episode, she encourages listeners to audit their own environments and embrace lifelong growth regardless of their background.  Comments and Questions are welcome.   Send to: thescooppodcast22@gmail.com

Getting promoted and managing your former peers is one of the toughest identity shifts a new manager faces. Dr. Janel Anderson breaks down why managing former peers after promotion is less of a tactics problem and more of an identity problem, and what to do about it. She walks through the four-step Peer-to-Boss Reset, covering how to mourn the old relationship, have the explicit conversation about what changes now, build authority through behavior, and redefine loyalty to protect the whole team. If you were recently promoted and are navigating this exact situation, this episode gives you a real framework for making the shift. Find show notes at https://janelanderson.com/279

《寧夏璐陪你看世界》暖心上市！手刀入手

What Peers Actually Give You That Nobody Else Can In this episode, Allison Dunn explores how leaders at high levels can overcome loneliness and information gaps by cultivating the right peer relationships. She emphasizes practical steps to build honest, context-rich connections that foster better decision-making and resilience. Key Topics: Differentiating peer groups from networking events, masterminds, or mentorship The importance of lateral relationships at the same leadership level How shared context accelerates honest and meaningful conversations The significance of honesty without consequences in peer relationships Learning to see outside the system through outside perspective How peer reflection rewires leadership operating systems Practical steps: conducting an honest relationship audit The necessity of modeling vulnerability to enable open dialogue Finding intentional communities that foster real thinking out loud Building resilience by sharing burdens and embracing honesty Timestamps: 00:00 - The real purpose of peer relationships at the executive level 00:30 - What peer groups are not and common misconceptions 01:26 - The power of shared context for high-quality conversations 02:23 - Honesty without consequences as a critical element 02:51 - Gaining outside perspective to identify blind spots 03:17 - How peer feedback influences decision quality 03:45 - The shift from loneliness to shared understanding 00:00 - The operating system update that peers can catalyze 00:24 - Conducting an honest audit to identify trustworthy peers 00:51 - Showing vulnerability to model honesty and open dialogue 01:19 - Seeking environments that foster honest thinking 01:48 - Closing tips: building resilient leadership through authentic peer relationships 02:09 - The impact of credible, honest peer support on leadership longevity 02:38 - The power of intentionality and honesty in navigating leadership challenges 03:08 - Promotion of the book "Think First" for strategic thinking habits Resources & Links: Think First by Allison Dunn Deliberate Directions Think First

The WNBA All-Star Game was the most un-be-weavable weekend in league history — and Caitlin Clark could not fix it. Jason Whitlock breaks down how the one player who dragged the WNBA into relevance stood at halftime begging her peers to compete, while they staged pink wigs, rehearsed timeout dance breaks, and named their teams Team Spoon and Team Coop. From Angel Reese's Barbie costume to A'ja Wilson's Secretariat mane to the players skipping the America 250 patch, this is a league torching its golden opportunity. This is fearless commentary on WNBA culture, sports media, and common sense. ➢ Show Outline 00:00 - ➢ Follow Our GUESTS https://www.youtube.com/@KTVwatch https://x.com/SteveKim323 ➢ Subscribe to Jason's other channel https://www.youtube.com/JasonWhitlock?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockHarmony?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockBYOG?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockClips?sub_confirmation=1 ➢ Connect with Jason on Social Media:  https://x.com/JasonWhitlock  https://www.instagram.com/realjasonwhitlock/ https://www.facebook.com/jasonwhitlock ➢ Send Jason an Email FearlessBlazeShow@gmail.com ➢ Support The Blaze Visit https://TheBlaze.com. Explore the all-new ad-free experience and see for yourself how we're standing up against suppression and prioritizing independent journalism. Support Conservative Voices! Subscribe to BlazeTV at https://www.fearlessmission.com and get $20 off your yearly subscription. Learn more about your ad choices. Visit megaphone.fm/adchoices

US equity futures gapped higher following the pause in US strikes on Iran since Friday night; Risk sentiment underpinned by a decline in oil prices and yields.US CENTCOM commander Cooper advised the Pentagon and the White House that the next possible step is to return to a large-scale military operation.Iranian media reported that an oil tanker exploded in the Strait of Hormuz after hitting a naval mine when it deviated from a navigation route designated by Iran.Yemen's Houthis said they carried out operations against Aramco facilities in Saudi's Jizan and Yanbu.European equity futures indicate a positive cash market open with Euro Stoxx 50 futures up 0.8% after the cash market closed with gains of 1.1% on Friday.Looking ahead, highlights include German Ifo (Jul), US Durable Goods Orders (Jun), Atlanta Fed GDP (Q2). Supply from the US. Earnings from LVMH & AstraZeneca.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Most of us assume antidepressants are there to help. For many people, they do.But for Erik Peers, the experience was very different.In this deeply personal conversation, Erik shares how he was prescribed antidepressants during a stressful period in his life, despite believing he wasn't depressed. What followed was nearly ten years of medication, repeated attempts to stop, severe withdrawal, and a growing realisation that the treatment he trusted was actually keeping him trapped.Today, Erik helps others who are trying to safely come off psychiatric medication, and in this episode he explains what happened to him, what he wishes he'd known, and why he believes people should be fully informed before starting treatment.This is Erik's story. It isn't an argument against antidepressants, which many people say have helped them. It's an honest conversation about another experience that deserves to be heard.In this episode, we discuss:Why Erik says he was prescribed antidepressants when he didn't think he needed them. The horrific withdrawal symptoms that he experienced time and time again.  How medication affected his work, relationships and family life. Why he believes dependency on antidepressants isn't talked about enough. His long journey to come off medication. What he learned about recovery, lifestyle and emotional wellbeing. The advice he gives to anyone questioning whether their medication is right for them. You can contact Erik and find out more about his work by visiting his website www.erikpeers.com. Please note: This episode reflects Erik's personal experience and opinions. If you're taking antidepressants or other psychiatric medication, never stop taking them without first speaking to your doctor or another qualified healthcare professional. 

EPISODE SUMMARY AND KEY TAKEAWAYSWhat does a 36-day water fast, a decade of rebuilding, and 60 years of change research have in common? They are all part of how Jaclyn Orent became one of the most uncommon leaders Bart has ever had on the show.Jaclyn is the co-founder and CEO of the Cultural Catalyst Network, the first infrastructure built for societal-level change, connecting leaders across organizations to create the kind of cultural shift none of them could pull off alone. She joins Bart live from Boulder, Colorado for a conversation that moves fast, goes deep, and does not stay in the comfort zone.They unpack the difference between leading from power and leading from force, why the leaders who have achieved the most are often the loneliest in the room, and what it actually takes to stop performing success and start becoming who you were built to be. Bart opens up about his own story, from panic attacks to a podcast in the top 2 to 5% globally, and Jaclyn reflects back what she hears in a way that reframes the whole journey.This episode is for the leaders who have done everything right and still feel like there is something left undiscovered.What You Will Walk Away WithPower vs. force is not just philosophy. It is a leadership system. The leaders who give to life produce results that grow over time. The leaders who take from life produce results that cost everyone around them. Jaclyn has spent seven years building a research-backed framework to help leaders move from one to the other.The loneliest leaders are often the most successful ones. When you reach a certain level, everyone around you needs something from you. Peers become rare. That isolation is not personal. It is structural. And it is a problem worth solving intentionally.Change happens through resonance, not information. Most organizations try to change culture by rolling out new strategies. But research from intentional change theory tells us that real change requires three things: shared vision, shared compassion, and shared energy. Without all three, the initiative stalls.Most people are comfortable. That is the whole problem. Jaclyn's fill-in-the-blank moment lands hard: most people do not take the level of risk required to find out who they really are. Even high achievers stop short of discovering the greatness still inside them.Transmutation is the real work. Bart shared his story of a botched surgery at 12, years of panic attacks, and the fear of losing control. Jaclyn named it clearly: he transmuted trauma into a platform for empowerment. That is not accidental. That is the work. And it is available to every leader willing to go there.It is easy to be. It is better to become. Bart's line, and it is the throughline of the whole conversation. Staying who you are is comfortable. Becoming who you are meant to be requires action, risk, and the willingness to keep launching off the bridge even when it does not make sense to anyone around you.Learn more about the Cultural Catalyst Network at culturalcatalystnetwork.com and connect with Jaclyn Orent on LinkedIn.

US President Trump is expected to decide in the coming days whether to expand military operations against Iran and return to full-scale combat, a senior US official told Fox News.Senior US and Israeli officials are claiming Trump only has two realistic options: either promoting a new 10-day ceasefire with the aim of reopening the Strait of Hormuz, or launching a full-scale war on Iran, Axios reported.A US official said if US President Trump decides to expand the war, the strikes will include Tehran and nuclear sites, according to Al Arabiya.APAC stocks traded mixed following the subdued handover from the US. Crude futures were mildly lower in range-bound trade. European equity futures indicate a marginally lower cash market open with Euro Stoxx 50 futures down 0.2%.UK PM Burnham surprisingly appointed John Healey as Chancellor; Gilts and UK defence names on watch.Looking ahead, highlights include UK Jobs Report (May), PSNB (Jun), German/EU ZEW Economic Sentiment Index (Jul), US ADP Employment Change Weekly, NBH Policy Announcement (Jul). Supply from the UK & Germany. Earnings from General Motors & 3M.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

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SUBSCRIBE TO THE DAY AFTER ⬇️ https://youtube.com/@thedayaftertnb#news #currentaffairs #sports #blackbritain #live #music*TIMESTAMPS: TDA - E980*00:00 - TDA IS LIVE00:53  - INTRO

Each week, Paul Foster & Simon Alexander catch up over coffee. This week: An 1894 menu, weather woes, peaches, peers approval vs being loved by the masses, summer salads  and chewing the industry fat. Learn more about your ad choices. Visit megaphone.fm/adchoices

Jason predicts that Ravens quarterback Lamar Jackson will return to MVP form after his NFL peers ranked him the 69th-best player. Jason also examines how LeBron James and Caitlin Clark are being humbled. ➢​​Today's Sponsors PreBorn has helped rescue more than 400,000 babies, and every single day, they continue that work by offering mothers something powerful and life-changing: an ultrasound. Will you help us? Just dial #250 and say the keyword “BABY” or donate securely at https://Preborn.com/FEARLESS ➢ Show Outline 0:00 - NFL Network Ranks Lamar Jackson 69th Best Player 10:05 - Byron Scott Says Interest in LeBron James Exaggerated 21:42 - Is Caitlin Clark Becoming A Laughing Stock? 34:55 - What are the chances that Lamar Jackson will win his 3rd MVP? 56:05 - Should LeBron James join Nikola Jokic in Denver?  1:17:43 - Has Caitlin Clark Become a Joke Around the WNBA? 1:26:25 - Aaron Donald Works Out at Rams facility 1:32:04 - MLB's First Female Home Plate Umpire Cauces Controversy ➢ Follow Our GUESTS https://www.youtube.com/@DreAllDay https://www.youtube.com/@skap_attack https://x.com/SteveKim323 ➢ Subscribe to Jason's other channel https://www.youtube.com/JasonWhitlock?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockHarmony?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockBYOG?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockClips?sub_confirmation=1 ➢ Connect with Jason on Social Media:  https://x.com/JasonWhitlock  https://www.instagram.com/realjasonwhitlock/ https://www.facebook.com/jasonwhitlock ➢ Send Jason an Email FearlessBlazeShow@gmail.com ➢ Support The Blaze Visit https://TheBlaze.com. Explore the all-new ad-free experience and see for yourself how we're standing up against suppression and prioritizing independent journalism. Support Conservative Voices! Subscribe to BlazeTV at https://www.fearlessmission.com and get $20 off your yearly subscription. Learn more about your ad choices. Visit megaphone.fm/adchoices

You got promoted. Your closest work friend is now your direct report. And what felt like it would be easy is now the most uncomfortable relationship in your professional life. This episode is for you. Lia shares her own worst management experience -- managing someone who was her best friend at work -- and the 30-minute conversation she wishes she'd had from day one.In this episode you will learn:Why managing someone you already know tends to go wrong faster than managing a strangerThe assumption that skips the most important conversation -- and how to have it even when you're already in the messThe Sit Down: a 30-minute, three-step framework for turning around even the most difficult working relationshipWhat to say first (most leaders get this backwards)How the same conversation keeps your best people before they send you a resignation emailChapters00:00 Navigating Friendships in Management05:45 Taking Responsibility in Leadership11:51 Proactive Conversations for Team RetentionResources mentioned:Free guide -- 5 Conversations We're Avoiding (with word-for-word scripts): liagarvin.com/convoDM "convo" on Instagram to receive the guideDownload my FREE guide to making hard conversations with your team easier at liagarvin.com/convoLooking for support for yourself of your team? I've got you covered.Explore manager training, leaders keynotes & offsites, and 1:1 advisory, or my 90-Day-COO program for business owners who want simple systems that actually work.I transform teams from cost centers to profit centers with practical tools and research-backed strategies that make managing EASIER.Get all the details at: www.liagarvin.comContact: liagarvin.com/contactEmail: hello@liagarvin.comFollow on Instagram: https://www.instagram.com/lia.garvinWatch on YouTube: https://www.youtube.com/@Lia.Garvin--© 2026 Lia Garvin / Managing Made Simple

In CI News this week: Peers warn that plans to ban ‘conversion practices' could criminalise parents, the Church of England reopens discussions on allowing same-sex weddings for clergy, and one-in-three babies are now aborted in England and Wales. You can download the video via this link. Featured stories Govt reminds schools not to blindly allow kids to ‘change sex' as guidance finalised PSNI: ‘Carrying a Bible in hospital may be illegal' Dawn French: ‘I worry that the poor will suffer most under assisted suicide' Nurse vindicated after 2-year ‘witch hunt' for ‘misgendering' patient

The US men's national soccer team's World Cup dreams came crashing down in a 3-0 loss to Belgium last night; the question on everyone's mind is: what's next for the squad? Broadcaster and former goalie Joe Cannon shares his thoughts on the team's performance and what it means for their future. The conversation touches on the team's preparation, the impact of the game on their morale, and the criticism surrounding some of the players.Joe weighs in on the team's progress over the past few years and whether they've truly closed the gap with European teams. See omnystudio.com/listener for privacy information.

In CI News this week: Peers warn that plans to ban ‘conversion practices' could criminalise parents, the Church of England reopens discussions on allowing same-sex weddings for clergy, and one-in-three babies are now aborted in England and Wales. You can download the video via this link. Featured stories Peers: ‘Westminster's conversion practices Bill imperils the innocent' NI conversion therapy plan criminalises opposition to ‘radical trans ideology' CofE rebrands LLF with new same-sex marriage working groups King elevates ‘multi-faith nation' despite ‘Defender of the Faith' role One in three pregnancies end in abortion in England and Wales

This week we're traveling back to Edwardian England with Kind Hearts and Coronets! Join us as we learn about man traps, municipal baths, executing nobility, suffragettes doing awesome stuff like smashing windows and flying hot air balloons, and more! Sources: National Trust Collections: Humane Mantrap with No Teeth: https://www.nationaltrustcollections.org.uk/object/832217 Henry Yau, "Student Spotlight #2: Man Traps," The Museum of English Rural LIfe: https://merl.reading.ac.uk/news-and-views/student-spotlight-2-man-traps/ Keith Fitzpatrick-Mathews, Man Traps and Spring Guns and Burymead, North Hertfordshire Museum, available at https://northhertsmuseum.org/man-traps-and-spring-guns-at-burymead/ https://www.criterion.com/films/357-kind-hearts-and-coronets?srsltid=AfmBOoqI6mqHSaktbVr3VfmjtvrX_EoEHYVpCazVLklhDJtp_Vz21UaE  https://en.wikipedia.org/wiki/Kind_Hearts_and_Coronets Philip Kemp, https://www.criterion.com/current/posts/414-kind-hearts-and-coronets-ealing-s-shadow-side  https://www.britannica.com/topic/Kind-Hearts-and-Coronets  David A. Ellis, Conversations with Cinematographers, 15.  https://www.springfieldspringfield.co.uk/movie_script.php?movie=kind-hearts-and-coronets   https://historicengland.org.uk/images-books/photos/item/PLA01/03/0063  https://www.victorianturkishbath.org/F0GLOSSARY/SFglossPages/Slipper_w.htm  Dave Day and Margaret Roberts, "Working at the Baths," Swimming Communities in Victorian England (2019), 157-201.  https://www.londonmuseum.org.uk/collections/london-stories/londons-public-executions/ https://capitalpunishmentuk.org/english-hangmen-1850-to-1964/  Colin Rhys Lovell, "The Trial of Peers in Great Britain," The American Historical Review 55, no.1 (1949): 69-81. https://www.jstor.org/stable/1841088  Execution of Lord Lovat (1747), https://www.londonmuseum.org.uk/collections/v/object-96988/a-representation-of-the-execution-of-lord-lovat/  https://www.scotsman.com/whats-on/arts-and-entertainment/the-beheading-of-clan-fraser-chief-watched-by-thousands-859749  Robin Eagles, "The Last Peer Hanged for Murder," https://historyofparliament.com/2022/05/10/the-last-peer-hanged-for-murder/  Andrew Thrush, "The execution of Thomas Howard, 4th duke of Norfolk," https://historyofparliament.com/2022/04/28/the-execution-of-thomas-howard-4th-duke-of-norfolk/  https://www.londonmuseum.org.uk/collections/v/object-547960/glass-smashing-for-votes-suffragettes-as-window-breakers/ https://bowstreetmuseum.org.uk/shattering-suffrage/ https://www.nationalarchives.gov.uk/education/resources/suffragettes-on-file/window-smashing-campaign/ https://balloonteam.net/montgolfier/on-this-day-the-suffragette-airship/ https://blogs.loc.gov/families/2022/09/venturesome-ladies-trailblazing-female-fliers/ https://en.wikipedia.org/wiki/Muriel_Matters#/media/File:The_London_Illustrated_News_(7th_November_1908.webp  

LikeFolio's Landon Swan previews Carnival's (CCL) earnings, highlighting improving booking trends that contrast with softer demand at Royal Caribbean (RCL) and Norwegian Cruise Line (NCLH). He notes Carnival's mass-market positioning, alongside new initiatives like shareholder rewards and the Celebration Key destination. Swan also flags an early dip in bookings versus prior years but maintains a cautiously bullish view on the company's turnaround trajectory.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Child digital safety demands a massive shift in how parents view modern online threats, especially since an alarming 70% of abuse cases reported during the summer are peer-o

Women Leaders Career Advancement: The 4-Relationship Framework and Personal Success Plan (2026) Executive Summary: Women leaders career advancement stalls most often at the relationship level, not the skill level. Women hold only 29% of C-suite roles despite representing nearly half the workforce. Former IBM VP Shelmina Babai Abji reveals the four strategic relationships that accelerate promotion and the Personal Success Plan that keeps you on track week after week. Quick Takeaways: Women leaders career advancement remains stalled at every pipeline level for the 11th consecutive year (McKinsey, 2025). The four relationships that accelerate promotion are: boss, peers, mentors, and sponsors — and all four must be intentionally built. Only 31% of entry-level women have a sponsor, vs. 45% of men — closing this gap is one of the highest-ROI actions you can take. Responding to bias with proof, not reaction, protects your power and changes minds more effectively than confrontation. A Personal Success Plan reviewed weekly keeps your business results, relationships, competencies, and leadership brand advancing together. Key 2025–2026 statistics on women leaders career advancement: the C-suite gap, the broken rung, and the sponsorship deficit. Women leaders career advancement has a number that should stop you: for every 100 men promoted to their first manager role, only 81 women make the same leap. That gap — what McKinsey researchers call the "broken rung" — has barely moved in years. And it is not primarily a skills gap. It is a visibility gap, a relationship gap, and a strategy gap. I'm Sabrina Braham, MA, MFT, PCC — executive leadership coach with over 30 years of experience and host of the Women's Leadership Success Podcast, ranked in the top 1.5% globally with over 950,000 downloads. In Part II of my interview with Shelmina Babai Abji — TEDx speaker, former IBM Vice President, and author of Show Your Worth — we go deep on the practical mechanics that drive women leaders career advancement forward. If you caught Part I, you already have Shelmina's Power Quotient framework for silencing self-doubt. This episode is what comes next: the external strategy. How do you intentionally build the four relationships that move careers forward? How do you handle a boss who doesn't see your value? How do you navigate workplace bias without giving your power away? And what is the weekly planning practice that keeps even the most overwhelmed leader — including single mothers carrying impossible loads — on a clear path to the C-suite? This is one of the most actionable episodes I have recorded in 19 years of podcasting. Let's get into it. Why Women Leaders Career Advancement Stalls: The Strategy Gap The McKinsey Women in the Workplace 2025 report — which surveyed approximately 10,000 employees across 124 organizations — found that women hold only 29% of C-suite roles, unchanged from 2024, and that women remain underrepresented at every level of the corporate pipeline for the eleventh consecutive year. Women of color face a steeper drop-off at every rung. The same research surfaces a critical sponsorship gap that most women don't know exists: only 31% of entry-level women have a sponsor, compared to 45% of men at the same level. Sponsorship — not mentorship — is the relationship that most reliably unlocks promotions, stretch assignments, and visibility with senior leaders. And women are starting from a 14-point deficit. Shelmina's response to this data is direct: "The reason the numbers are as bad as they are is we cannot wait for organizations to change, or for people to change. We have to be the change we want to see." That is not resignation to an unfair system. It is a strategic recognition that women leaders career advancement is not waiting for institutions to fix the pipeline — it is built deliberately, relationship by relationship, decision by decision, week by week. The Four Relationships That Accelerate Women Leaders Career Advancement Shelmina's book Show Your Worth dedicates an entire chapter to what she calls "intentional relationships" — the four categories of professional connection that, when built strategically, become the scaffolding of a senior career. She credits them with her own advancement from immigrant engineer to IBM Vice President. Relationship 1: Your Boss This is the most high-leverage relationship in your career, and the one most women invest in least strategically. "At the end of the day, you work for your boss, not an organization," Shelmina says. "It is up to you to build that relationship." The mechanism is not flattery or politics. It is a deliberate daily practice of contributing value that advances your boss's success — specifically, unique value that makes you essential. Shelmina describes this as "leaning into your authenticity and your uniqueness until you become essential to your boss's success." When you are essential to your boss's success, you are in a position of power to negotiate what you want — flexible boundaries, stretch assignments, sponsorship, promotion recommendations. Power in a workplace relationship is not seized; it is earned through indispensability. Practically, this means: Understanding your boss's most critical success metrics and aligning your work visibly to them Ensuring your boss has a "front-row seat" to your contributions — proactively, not passively Asking for help on stretch assignments (which demonstrates self-awareness, not weakness) Preparing thoroughly for performance reviews with documented, outcome-quantified contributions Relationship 2: Peers Peer relationships are the often-overlooked engine of influence. In 2026's increasingly matrixed organizations, influence flows horizontally as much as it flows vertically. Peers who trust you, advocate for you in rooms you're not in, and co-create solutions with you are a form of organizational capital that compounds over time. Shelmina notes that the same principle applies here as with the boss relationship: the foundation is contribution, not connection for its own sake. Peers who see you as someone who makes their work better — not someone who competes with them for credit — become your most organic advocates. Relationship 3: Mentors — The Right Ones, Not Just Any Here Shelmina offers a counterintuitive observation that stopped me when I heard it. She regularly asks women at conferences: "How many of you have mentors?" Almost every hand goes up. Then she asks: "How many of those mentors have pushed you, accelerated your success, made you significantly better personally or professionally?" Most hands go down. "We need to be intentional and strategic even when we look for mentors," she says. "We must know: why is this person the right mentor for me, at this point in time?" A mentor who is a perfect match for where you are today may be misaligned with where you need to go next. Great mentors: Have navigated the specific transition you are facing Will push you, not just validate you Are willing to give you honest, sometimes uncomfortable feedback Have relationships and visibility at levels above your current role Shelmina's own pivotal mentor was Susan Whitney — an IBM General Manager who, in the two minutes it took to walk from a roundtable back to an office, changed the entire direction of Shelmina's career by asking one question: "Where do you want to be in five years?" That question planted a seed. Shelmina did not have the answer — but she pursued Susan as a mentor, did whatever it took to get noticed and earn time with her, and eventually built the relationship that shifted her from "doing a great job in my current role" to "thinking strategically about what I want to do next, and next, and next." Relationship 4: Sponsors — Your Most Powerful Accelerant A mentor gives advice. A sponsor gives opportunity. This distinction is critical and widely misunderstood. Sponsors use their own political capital to advocate for you — in the rooms where promotions are decided, on the committees where assignments are distributed, in the conversations where names are put forward. A sponsor says your name when you are not in the room. A mentor helps you prepare for the room. Both matter. But only one moves the needle on the broken rung. Given that women enter careers with a 14-point sponsorship deficit compared to men, closing this gap is one of the highest-ROI investments you can make in your own career advancement. You earn a sponsor the same way you earn every other relationship: by making yourself visible, demonstrating your capability in high-stakes situations, and becoming someone whose success the sponsor wants to be associated with. Shelmina's guidance: identify one person at two levels above you who has both visibility with senior leadership and the willingness to advocate. Do the work to get in their orbit. When you are there, make their decision to sponsor you easy — by showing up with the kind of work that reflects well on anyone who recommends you. The four relationships that drive women leaders career advancement: boss, peers, mentors, and sponsors How to Navigate Workplace Bias Without Losing Your Power As a woman of color scaling the corporate ladder, Shelmina encountered both internal barriers — the self-doubt and fear of belonging described in Part I — and external barriers: leaders who did not automatically see her as a candidate for leadership roles, colleagues who underestimated her capabilities, and structural biases that filtered opportunity away from people who didn't fit the existing template. Her framework for navigating bias is one of the most strategically intelligent approaches I have encountered in 30 years of coaching. It has three operating principles: Principle 1: Don't React — Prove "When you react, you give your power away to them....

In this episode we talk Financial stability & little victories....CONNECT @ linktr.ee/Klsurvivor101 CONNECT @https://youtube.com/@karinalemire?si=KwG0H2WHic1u6o1T_____________MEDICAL DISCLAIMER: Any content used in this or any other episode of SSTO are those of the creator and should NEVER be replaced for professional physicians help. ___________________#stroke #recovery #coach #strokesurvivor #strokesurvivorpodcast #financialstability #marathon #selfconfidence #tbisurvivor #brainstemdissection #swimming #triathlon #ranking #awareness #mindset #acceptance

WOW!!!

Show notes information: Watch the video Meaningful Classroom Management Book What Are You Bringing to the Potluck? Follow me on IG: @sheldoneakins Interested in sponsoring? Contact sheldon@purposeful247.com today

“Get out of your comfort zone” sounds inspiring until it lands your kid in full panic. We sit down with Lorraine Connell, TEDx speaker, author, and founder of Peers, Not Fears and the Speak Boldly Showcase, to talk about a more realistic way to build confidence and communication skills in kids and teens without pushing them past their edge. We break down Lorraine's three-circle model of the comfort zone, the challenge zone (growth zone), and the panic zone, plus what panic can look like in real life: shutting down, avoiding, hiding, or snapping in anger. From there, we get practical. Lorraine shares how she uses simple games to help students take safe risks, reflect on what worked, and discover that confidence is something you can practice into existence. We also talk about how the same task changes difficulty depending on the environment, and how parents can “scale” challenges so kids keep moving forward. You'll leave with concrete parenting strategies like giving your family a shared language for anxiety, building small daily reps (ordering food, asking a question in a store, starting a conversation), and using conversation starters to prepare for stressful moments like a new school lunchroom. Lorraine also explains tools from her workbook, including values work, scripts for difficult conversations, and a relationship web that helps kids see which friendships feel balanced and which ones drain them. If you care about youth leadership, social skills, and public speaking confidence, this one is packed with doable next steps. Connect with LorrainneFind her on LinkedIn, join her "Leadership for our Kids" Facebook group, or find her on Instagram @peersnotfears. Grab your freebie: 10 prompts to help teens think through challenging situations before they happen.If this helps, subscribe, share it with a parent or teacher, and leave a review so more families can find these tools. What's one “challenge zone” step you want to try this week?Welcome to Speak Out Stand Out — the show where we build confidence in our future, one voice at a time. I'm your host, Elizabeth Green.I grew up shy, so I know firsthand how life-changing it can be when someone helps you find your voice. Now, I get to help kids and teens do exactly that — and this podcast is a place to share those tools with you.Each week, I talk with experts and inspiring guests about simple, practical and tangible ways to help the young people in Thanks for listing! Be sure to check out the show notes for additional resources including a free public speaking lesson and 52 fun practice prompts.  And if you enjoyed what you heard today, please give us a follow. Thanks for Listening to Speak Out, Stand OutLike what you hear? We would love if you would rate and review our podcast so it can reach more families. Also - grab our free mini lesson on impromptu speaking here. This is ideal for kids ages 6+.Interested in checking out our Public Speaking & Debate courses? Find more here!

Beyond the Sessions is answering YOUR parenting questions! In this episode, Dr. Rebecca Hershberg, Dr. Emily Upshur, and I talk about...   How to support a sensitive, gentle child in becoming more confident using his voice with peers. The difference between helping your child build self-advocacy skills and trying to change their temperament. How to teach kids simple, effective boundary-setting tools that actually work in fast-paced peer interactions. Why "old soul" kids may naturally learn polite, sophisticated communication, but still need help practicing more direct forms of assertiveness. Playful ways to practice boundary-setting and self-advocacy skills at home through games and role play. How to know when to step in as a parent and when to allow kids space to navigate social challenges on their own. Why it's important to match a child's communication tools to the intensity and energy of the situation they're in. The importance of checking whether a child is actually distressed before assuming a social interaction is a major problem.   This episode will help you feel more confident supporting your child's self-advocacy skills while still honoring their unique temperament, sensitivity, and personality.     REFERENCES AND RELATED RESOURCES:

Leadership often arrives faster than expected. In this episode, Scott and Scott sit down with Melanie Henson from America's First Federal Credit Union to talk about stepping into leadership with little notice and learning to lead with confidence. After being promoted to manage a consumer lending team, Melanie had to quickly navigate boundaries, manage former peers, and communicate expectations clearly. Through ServiStar's Emerging Leaders program, she developed tools for coaching, mentorship, and leading change while reducing drama and building trust. Her story is a practical reminder that growth requires discomfort, clarity, and a willingness to control what you can. If you are transitioning into leadership or preparing for your next role, this episode offers real world lessons you can apply immediately.  In this episode we talk about and answer these questions:  • how to lead effectively after being unexpectedly promoted  • what boundaries look like when managing former peers  • how communication styles like the “bug” framework reduce team friction  • how one on one conversations build clarity and accountability  • why saying yes to growth opportunities accelerates leadership development  • how calculated risk in lending aligns with the credit union mission  Click Here to Submit Your Questions  Links from show:  ServiStar's Emerging Leaders program  ServiStar's Coaching For Performance Workshop America's First Federal Credit Union  Subscribe to ServiStar Leadership Podcast on your favorite streaming service 

Peer support can feel like the missing link in addiction care, not because it replaces medicine, but because it makes recovery feel possible when someone is scared, ashamed, or shutting down. I'm Dr Casey Grover, and I sit down with Mark Ehrenkranz, a certified peer recovery specialist who does bedside work across a thousand-bed hospital, from the ED and ICU to behavioral health. Mark brings decades of recovery experience, plus the clarity that comes from having lived through relapse, depression, and the brutal way substance use disorder can hijack decision-making.We get practical about what peer recovery specialists actually do: building trust quickly, sharing just enough personal story to invite radical honesty, translating brain science into plain language, and helping patients move from crisis to a realistic next step. We also talk about the real-world barriers, including stigma in medical settings, limited funding for peer teams, and how different states handle certification and reimbursement. If you've ever searched for recovery coaching, peer recovery support services, sober support, or how to get help for addiction, this conversation maps the terrain with honesty and hope.We also go straight at the “one path” problem. AA helps many people, but it can feel dogmatic to others, so we discuss multiple pathways like SMART Recovery, CBT/DBT, secular and Buddhist recovery, online communities, and medication for opioid use disorder support spaces. Mark shares his “Navy SEAL Recovery” approach to nervous system regulation: one-minute diaphragmatic breathing, humming to stimulate the vagus nerve, and small doses of intentional discomfort to build resilience. If you care about compassionate, evidence-informed addiction treatment that respects individual fit, you'll leave with tools you can use today.Subscribe, share this with someone who needs it, and leave a review so more people can find the show.To learn more about Mark's work: https://www.go-humans.com/To contact Dr. Grover: ammadeeasy@fastmail.com

We all know that friendship and connection to peers are a critical part of what it means to be human, especially during childhood. The question parents must contend with is what kind of peer connection do children need, and how does that connection shape a child’s character, faith, and worldview? Because we all know the smartphone is the most convenient tool for this connection, but at what cost and with what risk? In Part 9 of our series evaluating the proposed benefits of smartphones for kids, as described by Dr. Peter Gray on his Substack, “Play Makes Us Human,” Kelly challenges the claim that adults have ruined childhood in the physical world and that children have wisely recreated it in the virtual world. Articles referenced: Helping Kids (and Ourselves) Use Smartphones Safely The Culture of Childhood: We’ve Almost Destroyed It Scripture referenced: Genesis 2:18 Ecclesiastes 4:9-12 Proverbs 27:17 Romans 1:19-20 Proverbs 22:15 Proverbs 15:5 Proverbs 30:17 Proverbs 22:6 Proverbs 10:1 Exodus 10:12 Proverbs 13:20 1 Corinthians 15:33 Galatians 5:19-21 Ephesians 4:29 Deuteronomy 6:6-7 Ephesians 6:4 Ephesians 2:8-9 Romans 12:1-2 Products referenced: Tin-Can “home” phones Pinwheel “home” phones   Need a kids-safe phone? Pinwheel is our favorite! Book a Speaking Event!! Buy the NEWLY UPDATED book: Managing Media Creating Character (2024 Revised & Updated) Get Kelly’s new Study Guide & Workbook, with video teachings for small groups. Check out our brand new Brave Parenting Merch Sign up for the Brave Bullet Points newsletter! This helps us communicate what’s happening without social media – a win for everyone!

The conversation covers a range of topics including peer reviews, insurance companies, and the challenges faced by healthcare professionals. It also delves into the impact of insurance denials on patient care and the ethical dilemmas faced by doctors. The discussion highlights the frustration and disillusionment experienced by healthcare professionals due to the complexities of the healthcare system. The conversation covers various aspects of the healthcare system, insurance, medical care, and the challenges faced by healthcare professionals. It also delves into personal experiences and humorous anecdotes related to healthcare and life in general.

Tomorrow is Pink Shirt Day - the annual fundraiser  that aims to raise awareness about bullying. 

The David Alliance TDAgiantSlayer@Gmail.com  Garth Heckman Point 1 — Your Voice Creates Identity in Those Who Have Never Heard Their Name Called Right One of the deepest wounds of fatherlessness is not just the absence of provision or protection — it is the absence of being named. A father's voice is the first place a child learns who they are. When that voice is gone, the void doesn't stay empty. The street fills it. Culture fills it. Peers fill it. Trauma fills it. When a man speaks affirmation, correction, vision, and truth into a young person's life — especially a young man who has never had that — it is not a small thing. It is reconstructive. You are not just encouraging someone. You are building an identity that was never built. "The tongue has the power of life and death." — Proverbs 18:21 Words from the right man at the right moment can redirect an entire life trajectory. Don't underestimate what it means to simply say — "I see you. I believe in you. You have what it takes." Many young men are starving for exactly that sentence from a man they respect.   Point 2 — Silence Is Not Neutral — It Is a Decision With Consequences Many men stay silent because they feel unqualified. They think — "I have my own issues. Who am I to speak into someone else's life?" But in a fatherless generation, a good man's silence is one of the most destructive forces in a community. When men don't speak up — in homes, in churches, in neighborhoods, in the lives of boys watching them — those boys don't experience a neutral environment. They experience abandonment again. The absence of a voice teaches its own lesson: "You are not worth my words. You are not worth my time." "And I looked for a man among them who would build up the wall and stand before me in the gap... but I found none." — Ezekiel 22:30 God is not looking for perfect men. He is looking for present ones. Men willing to stand in the gap. The bar is not perfection — it is availability. Your broken, imperfect, still-being-sanctified voice is infinitely more powerful than a polished silence.   Point 3 — Your Voice Has a Generational Reach You Cannot Fully See Most men who step up to speak into a fatherless generation will never know the full weight of what they did. You may pour into a 14-year-old boy for two years and feel like nothing stuck — and then that boy becomes a 30-year-old father who raises his children differently because of something you said that he never forgot. This is the nature of generational impact. You are not just speaking to the person in front of you. You are speaking to everyone they will ever raise, lead, or influence. The ripple goes further than your eyes can follow. "A good man leaves an inheritance for his children's children." — Proverbs 13:22 That inheritance is not just financial. It is verbal, moral, and spiritual. Every word of truth, every moment of correction wrapped in love, every time you call out greatness in someone who couldn't see it themselves — that is inheritance. That is legacy. And in a generation starving for fathers, one man with a willing voice can father hundreds without ever being their biological dad.   Closing Charge to Men You did not choose the generation you were born into — but you were placed here on purpose. The fatherlessness around you is not just a social statistic. It is your assignment. Open your mouth. Speak life. Show up. The generation coming behind you is not looking for perfect men. They are simply looking for men who stayed.

Parenting feels so much harder than it should and this conversation explains why. In this powerful and unforgettable episode of The 1000 Hours Outside Podcast, Ginny Yurich sits down with Gordon Neufeld to talk about a critical shift that has changed childhood over the past many decades: kids turning to peers instead of parents for guidance, identity, and belonging. Drawing from his book Hold On to Your Kids, Dr. Neufeld shows why no parenting strategy can replace relationship, why independence has been misunderstood, and why the real work is getting your child's heart back. This one will change how you see behavior, discipline, screens, and even the pressure to “socialize” kids and it will leave you with a deep sense that it's not too late to rebuild what matters most. Get your copy of Hold On to Your Kids here Learn more about Dr. Neufeld and all he has to offer: https://neufeldinstitute.org Learn more about your ad choices. Visit megaphone.fm/adchoices

In this mailbag episode, John and Wayne answer questions from listeners about topics including: leading with unrealistic expectations, advice for a bible college student, staying motivated when your job feels repetitive, and more. Send in questions for a future mailbag episode by emailing parker@leadershipinblackandwhite.com or by DM'ing us on Instagram. Follow us on Instagram for more great leadership content: Pastor John (@johnsiebeling), Pastor Wayne (@waynefrancis), Podcast (@leadershipinblackandwhite). Leave a rating and review to give us your feedback and help the show continue to grow!

11. Gregory Copley critiques the removal of hereditary peers from the House of Lords, arguing the chamber has become a politicized "rubber stamp" for the Prime Minister rather than an independent house of review. (11)1946 KING SAUD OF SAUDI ARABIA

Career regret is more common than most professionals admit. In Bill Gurley's survey, 7 out of 10 people said they would restart their careers if given the chance, revealing widespread dissatisfaction with their chosen paths. After decades of working alongside successful founders, Bill distilled what actually leads to meaningful, energizing work into his book  Running Down a Dream, offering a clear path to designing a career you don't want to escape from. Now on Spotify video! In this episode, Bill reveals how to build your dream job and shares what top professionals do differently to create careers that bring both success and fulfillment. In this episode, Hala and Bill will discuss: (00:00) Introduction (02:17) The Career Regret Crisis (06:57) Designing Your Own Career Path (12:53) How Curiosity Over Passion Drives Success (22:10) Bill's Journey From Engineering to Venture Capital (28:45) Mastering Career Fundamentals for Growth (41:34) The Power of Mentors and Peers in Career Development (52:10) Dot-Com Crash Lessons and the AI Wave (54:20) Unit Economics and Business Fundamentals (1:06:39) Smart ROI Decisions for Entrepreneurs (1:16:47) Making Tough Calls in Leadership (1:21:34) Traits of Extraordinary Founders Bill Gurley is a renowned Silicon Valley venture capitalist and general partner at Benchmark, known for early, pivotal investments in companies like Uber, Zillow, and Grubhub. With over 20 years at Benchmark, he is recognized as a top tech investor and the author of the influential blog Above the Crowd. In his new book, Running Down a Dream, Bill breaks down the components of balancing joy with success and identifies the key principles of career fulfillment. Sponsored By: Indeed - Get a $75 sponsored job credit to boost your job's visibility at⁠ Indeed.com/profiting⁠ Shopify - Start your $1/month trial at⁠ Shopify.com/profiting⁠. Spectrum Business - Keep your business connected seamlessly. Visit ⁠https://spectrum.com/Business⁠ to learn more. Northwest Registered Agent - Build your brand and get your complete business identity at⁠ northwestregisteredagent.com/paidyap⁠ Framer - Publish beautiful and production-ready websites. Go to⁠ Framer.com/profiting⁠ and get 30% off their Framer Pro annual plan. Quo - Run your business communications the smart way. Try Quo for free, plus get 20% off your first 6 months when you go to⁠ quo.com/profiting⁠ Working Genius - Discover your natural gifts and thrive at work. Go to⁠ workinggenius.com⁠ and get 20% off with code PROFITING Experian - Manage and cancel your unwanted subscriptions and reduce your bills. See ⁠experian.com⁠ for details. Huel -  Get all the daily nutrients you need with Huel. Grab Huel today and get 15% OFF with my code PROFITING at⁠ huel.com/PROFITING⁠.  Resources Mentioned: Bill's Book, Running Down A Dream: ⁠bit.ly/BGDream⁠  Bill's X (Twitter): ⁠x.com/bgurley⁠  Bill's Website: ⁠abovethecrowd.com⁠  Designing Your Life by Bill Burnett: ⁠bit.ly/BB-DYL⁠  One Up On Wall Street by Peter Lynch: ⁠bit.ly/PL-OUOWS⁠  Innovator's Dilemma by Clayton Christensen: ⁠bit.ly/CC-ID⁠  Greenlights by Matthew McConaughey: ⁠bit.ly/MM-GL⁠  Active Deals -⁠ youngandprofiting.com/deals⁠  Key YAP Links Reviews -⁠ ratethispodcast.com/yap⁠ YouTube -⁠ youtube.com/c/YoungandProfiting⁠ Newsletter - ⁠youngandprofiting.co/newsletter⁠  LinkedIn -⁠ linkedin.com/in/htaha/⁠ Instagram -⁠ instagram.com/yapwithhala/⁠ Social + Podcast Services:⁠ yapmedia.com⁠ Transcripts -⁠ youngandprofiting.com/episodes-new⁠  Entrepreneurship, Entrepreneurship Podcast, Business, Business Podcast, Self Improvement, Self-Improvement, Personal Development, Starting a Business, Strategy, Investing, Sales, Selling, Psychology, Productivity, Entrepreneurs, AI, Artificial Intelligence, Marketing, Negotiation, Side Hustle, Startup, Mental Health, Career, Leadership, Mindset, Growth Mindset, Business Ideas, Growth Hacks, Workplace, Career Podcast