Podcasts about powerpoints

#280th for 17rd April, 2025 or 3311! (33-Oh-Leven, not Oh-Eleven, OH-Leven)http://loosescrewsed.comJoin us on discord! And check out the merch store! PROMO CODEShttps://discord.gg/3Vfap47ReaSupport us on Patreon: https://www.patreon.com/LooseScrewsEDSquad Update: Victory in LTT 16910were pushing Miola influence really high to trigger control.Maybe it works, but we don't know.Won a war that should have given us access to Harris Hospital, but that didn't happenOther stuff in the day old standing orders. All details in the #standing-orders and/or the #loose-screws-factions channels of the Discord.PowerPlay Update: Cycle 24Niceygy's Power Points - https://elite.niceygy.net/powerpointsCurrent Owned System Stats: StrongholdsSH leaderboard didn't changePatreus is down another place this week! In the official leaderboardsConflict Highlight:Too busy flying the Corsair around…Orders: Reinforce -*NLTT 2969, TamorAcquire - Wolf 10Undermine - Find out more in the LSN-powerplay-hub forum channel.Galnet Update: https://community.elitedangerous.com/(not new) Increased Security Needed in Dhan System- One fully engineered A-rated Kill Warrant Scanner with fast scan and long range modifications.- Imperial Clipper Empire Etiquette paint job- Imperial Cutter Empire Etiquette paint jobDev News: Corsair Update (4.1.0.3)Everything is on SaleThere's an egg now?Discussion:Baromir likes the CorsairPlasma's and Rails

Follow-up time! We did some boots-on-the-ground reporting, and so did you: We have updates on anxiety bookshelves, Santa, calendar systems, PowerPoints as gifts, and (but of course) Kuromi..   Delighted to spot Kuromi in the flash tattoo folder at Haven Tattoo Studio!   If you're heading to the theater soon, we highly recommend seeing Buena Vista Social Club and Grief Camp—and you'll find us at LaGuardia High School's All-School Musical come December!    Do you have any updates on our updates? Share ‘em at 833-632-5463, podcast@athingortwohq.com, @athingortwohq, or our Geneva.   Learn from the greatest (and most charming) with MasterClass and an additional 15% off any annual membership when you use our link. Get growing with Fast Growing Trees. Take 15% off your first purchase with the code ATHINGORTWO. Sleep better and get 20% off your Helix mattress when you use our link.  Give your hair some love with Nutrafol. Take $10 off your first month's subscription with the code ATHINGORTWO. YAY.

On this episode, our heroes make powerpoints about their obsessions and present them to the rest of the class, after arguing about what counts as a fixation, naturally. Here are the google slides links, without our vocal commentary. Alex's Shiny Pokemon Manipulation Presentation- https://docs.google.com/presentation/d/1M-SVaR4KPIzR8sAXbL8uG251XCHviYKl/edit?usp=sharing&ouid=107143315278514449487&rtpof=true&sd=true Seb's Genealogy Presentation- https://drive.google.com/file/d/1NiaGBD16XJvBHcoE0L0ckWH_2atD6Vv4/view?usp=sharing Nick's Comic Crash of 1997 Presentation- https://docs.google.com/presentation/d/1Bq-JROcayZk7FLoyHMI-xJBX3GsjrcrPfJuCJnve-uE/edit?usp=sharing Send us your episode ideas: pleasedontcast@gmail.com https://forms.gle/pvZr7WiAyHVV8jCY8

Have you ever cried yourself to sleep, only to wake up in the morning filled with hope?

Speaker - Derek Powell Thursday 10th April 2025 Find out more about our new Thursday Gathering - www.ebe.org.uk/thursdaygatherings. Also download PowerPoints, view songs that we used, etc..

Nate Woodbury is a YouTube Producer specializing in helping business owners, coaches, and course creators generate leads, clients, and revenue through YouTube. With a portfolio of over 50 channels, he has helped several YouTube channels generate seven figures monthly from organic leads. Unlike traditional viral-focused strategies, Nate teaches a tactical, step-by-step approach that delivers a consistent flow of high-quality leads and appointments—without relying on paid ads. As a master of efficiency, Nate is known for developing systems that minimize time and expense while maximizing results. He works with many seven-figure influencers, helping them grow their following and transform their YouTube channels into powerful lead-generation machines. His expertise lies in showing professionals how to leverage their knowledge on YouTube, positioning themselves as the go-to experts in their industry and creating long-term, scalable success.   During the show we discussed: Answer questions on YouTube to generate high-quality leads. Identify what people are searching for on YouTube to create attractive videos. The Leaf Strategy helps business owners grow by aligning content with audience needs. Organic growth on YouTube is more sustainable than paid ads. Keyword research attracts the right audience by matching search intent. Long watch time is more valuable than short-form content on YouTube. Keyword tags are irrelevant; focus on content, titles, and descriptions. YouTube's transcription helps boost rankings by improving searchability. Patience is key for ranking videos on YouTube. Business owners should position themselves as the "hero" by offering value. Create engaging videos that convert viewers into clients. Start videos with curiosity to increase watch time. Talking head videos are best for YouTube engagement. Avoid text-heavy PowerPoints; use visuals like flip charts for better results. Thumbnails and titles are crucial; show the whites of your eyes in thumbnails. Label videos for search engines to attract new followers and engage subscribers. Maximize results on YouTube by focusing on efficiency. Use tools to streamline content creation and management. Measure success on YouTube through engagement, conversions, and retention.   Resources:  https://betheherostudios.com/ https://theleafstrategy.com      

Dans un monde saturé de distractions où tout se joue en 3 secondes chrono, comment garder l'attention en formation, en réunion ou en conférence ? Dans cet épisode, je reçois Isabelle, experte en gamification, qui aide les experts à Transformer leurs formations

A check- in conversation with Ethan Soloviev, Chief Innovation Officer at HowGood, about how regenerative agriculture is truly taking off, its position within large food and agriculture companies, and whether we risk watering it down or falling into greenwashing (Spoiler: Surprisingly, we're doing a lot about it!). We also get an update on HowGood—they're doing well and focusing more on nutrient density-, plus, we talk about Regen House, which is revolutionizing the way good food fosters meaningful conversations at major events like COPs, climate summits, and Davos, bringing farmers, indigenous community members, and global executives together around regenerative food experiences. By centering conversations on actual good food rather than panels and PowerPoints, these gatherings forge authentic connections that move regeneration forward. And, of course, no conversation with Ethan would be complete without diving into AI—what currently does and what it could do for regeneration—not just through efficiency gains, but through innovative applications like predicting deforestation before it happens. The real breakthrough will come when we develop "large ecological models" trained on nature's patterns rather than just human texts, enabling truly regenerative landscape design.As Chief Innovation Officer at HowGood, Ethan offers a glimpse into how sustainability data is transforming food systems. Their database tracks environmental and social impacts for 33,000 ingredients and nearly 4 million products globally, enabling everything from carbon footprinting to supplier engagement. What's particularly encouraging is how this data influences consumer behavior—when sustainability information is presented clearly at the point of purchase, sales of sustainable products consistently increase across diverse markets.More about this episode on https://investinginregenerativeagriculture.com/ethan-soloviev-4.==========================In Investing in Regenerative Agriculture and Food podcast show we talk to the pioneers in the regenerative food and agriculture space to learn more on how to put our money to work to regenerate soil, people, local communities and ecosystems while making an appropriate and fair return. Hosted by Koen van Seijen.==========================

Is it possible to trust God so much that you can forget about your troubles and show love and compassion to another person?

Have you ever been on a long car trip and wanted to stay awake to help the person driving not get sleepy? if you had a hard time staying awake, then perhaps you understand the experience of Jesus' disciples when He needed them most.

Speaker - Esther Legg-Bagg Thursday 27th March 2025 Find out more about our new Thursday Gathering - www.ebe.org.uk/thursdaygatherings. Also download PowerPoints, view songs that we used, etc..

Chris LeBeau is the owner of Decoding Cocktails, a cocktail education business.  In this episode, he talks about being a dreamer, doing it for yourself, big thoughts, the understanding of motivation, and knowing your pain thresholds.I'm Chris LeBeau and I run a cocktail education business. I didn't enter this industry until I was 38. Before that, I spent years in jobs that involved suits, PowerPoints, and too many meetings. I was good at wearing suits. The rest? Debatable.I'm am an intensely passionate person who takes both learning and fun very seriously. This has, at times, made me an odd fit in corporate settings. Turns out, enthusiasm and curiosity don't always pair well with boardrooms. But they do go well with entertaining and teaching.I got into cocktails because a book showed me how simple they can be to make, and I wanted to share that with my friends. One thing led to another, and somehow, this became a business.For all the romanticization of entrepreneurship, Marc Andreessen sums it up best: "Entrepreneurs only ever experience two emotions: euphoria and terror." I've found that to be viscerally true. The upside? These are also the moments when you feel most alive.To balance this boozy rollercoaster, I have a never miss morning coffee routine, meditate and swim (sometimes), cook, and send my friends a mix of absurd and heartfelt messages. Website: decodingcocktails.comPodcast: Decoding Cocktails PodcastLinkedIn: linkedin.com/in/clebeau/Contact: info@decodingcocktails.com

In this episode of the HR Leaders Podcast, we sit down with Neeraj Tandon, Head of People Insights and Analytics at Syngenta Group, to discuss how predictive analytics, cultural transformation, and employee insights are reshaping HR strategies. Neeraj shares impactful stories and practical approaches from his experience at Novartis and Philips, highlighting how analytics can dramatically improve employee retention, business outcomes, and overall organizational effectiveness.

Riveting real stories from her experiences in counterterrorism, US Aid, and knowledge of Syria - Rose's Guest; Hedieh Mirahmadi Falco -world-renowned national security expert and former senior advisor at FBI headquarters gives us a peak behind the curtain. The FBI focus became Russia instead of investigating REALthreats. Hedieh shares her thoughts and expectations for Kash PatellUS AID: There were drawings and fancy PowerPoints showing a school that was built with US Aid. THE DECEPTION: The ambassador called them all “F'n liars”. The school doesn't exist. Everything relied on the report of private contractors – claiming to develop with materials from U.S.  If the U.S. has spent that much money there the place would look like the south of France.Other countries have hostilities towards the U. S. because of the duplicitous things we did in the name of development or development assistance. Syria: What's happening there. Was it better the Devil we knew? The slaughter in early March. Has the West propped up Ahmed al-Sharaa? Biblical significance of Damascus. We now have again a green light to take out known terrorists.  Obama did nothing the current administrationwill be strategic and precise.Christians need to be battle tested combat ready. The American church needs to get involved. The future of country is at stake. We have a small window of opportunity. We have been given a respite. We squander this opportunity.  Hedieh Mirahmadi Falco just released her new book, Living Fearless In Christ. Why I Left Islam to Win Battlesfor the Kingdom. Pastor Jack Hibbs provided theforeword. ResurrectMinistry.com  Please Support this Podcast:www.mypillow.com Promo Code: ROSEwww.mypatriot.com/rosewww.americansforprosperity.orghttp://www.loftconferences.comRose's Ministry: www.sheiscalledbyhim.com

When have you been part of a cheering crowd at a sporting event? How did it feel to be part of a group with the same goal—the winning of your favorite players? Jesus knew it was good to be part of a united team.

Send us a textWelcome back to the Ones Ready Podcast—where we cut through the BS and break down the real stories that actually matter, instead of whatever nonsense the Pentagon is pushing today.Here's what's on deck:

“I love to play soccer.” “I love mangoes.” “I love my dog. “I love my mom.” We use “love” in all kinds of ways. But love goes much deeper than really liking a favorite sport or food. Through His life and death Jesus gave us a perfect example of what true

Speaker - Stewart North Thursday 13th March 2025 Find out more about our new Thursday Gathering - www.ebe.org.uk/thursdaygatherings. Also download PowerPoints, view songs that we used, etc..

Nothin' says lovin' like something from the oven... GIRTHY hosted by Law Smith @LawSmithWorks and Eric Readinger... Here's the episode description we totally wrote:   Let's Talk Fractional CMOs: What They Are and Why They're Awesome

Do you get along with everyone? Have you ever wished that you could show sympathy, love, and kindness to everyone, just like Jesus?

The Spider awards are taking place later this month and one of the finalists in  the ”Best Use of Disruptive Technology" award is tapybl. Andrew Nolan, a homegrown Irish IT entrepreneur on a mission to change the face of eLearning globally is the brains behind Tapybl. I recently caught up with Andrew.Andrew talks about his background, what tapybl does, pop quizzes and more.More about tapybl:The way content is consumed has evolved—learning should, too. But for too  long, it's been stuck in outdated formats—static slides, endless PDFs, and passive content that fails to engage modern learners.That's why tapybl was built, an AI-powered interactive video learning platform that transforms prompts, PDFs, PowerPoints, and lesson plans into engaging experiences—instantly.

Try to picture Jesus' triumphal entry to Jerusalem.

Have you ever been at an event during which someone has done something very unexpected?

Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on Twitter  or Bluesky for your chance to win the books that have been mentioned in this podcast.Competition ends on 5th March 2025. The winner will be contacted via Bluesky. Show references: https://www.birminghammuseums.org.uk/https://www.linkedin.com/in/zakmensah/Zak Mensah is the co-CEO of Birmingham Museums Trust. He is passionate about helping their service make an impact by focusing on the needs of over 1 million visitors. He is encouraging the organization to adopt a "digital by default" approach. Zak's mission is to ensure that their people, skills, and services remain adaptable to the rapidly changing landscape of the cultural sector. He is exploring new ways of doing things, including innovative business models, partnerships, and arts-related KPIs, while sharing as much as possible publicly.With a background in staff development and digital, Zak has been involved with the web since the late 90s and has seen its influence grow in all aspects of life. Prior to joining the arts sector in 2013, he helped small businesses, charities, Jisc, universities, and the Heritage Lottery Fund "do" digital well.Zak also runs his own consultancy to promote positive change and keep his skills sharp. His goal is to make a ruckus. https://www.vam.ac.uk/https://www.linkedin.com/in/amyakino-wittering/Amy Akino-Wittering is Head of Operations and Commercial at Young V&A, which opened July 2023 and recently won Art Fund Museum of the Year and Kids in Museums, Family Friendly Museum of the Year awardsResponsible for the general management of Young V&A she directly manages the visitor experience and teams, catering contract, volunteering and back of house operations, collaborating closely with central V&A colleagues to deliver operations and income for Young V&A. Previously Amy worked at V&A South Kensington as Senior Visitor Experience Manager-Sales and was on the opening project team leading on visitor experience and retail at Pitzhanger Manor & Gallery.She started her career at Imperial War Museums working across sites from assistant to management roles in Retail and Admissions and systems management.  https://www.hampshireculture.org.uk/​​https://www.linkedin.com/in/paul-sapwell-b3b2a281/Paul Sapwell has been Chief Executive at independent arts and culture charity Hampshire Cultural Trust since 2018, having joined the trust in 2016 as Chief Operating Officer following an early career primarily in hospitality and leisure. Paul is a passionate believer in the transformative power that cultural experiences can have on the wellbeing of individuals and communities, and a prominent advocate for the role of commercial growth, underpinned by a flexible, entrepreneurial team culture, in sustaining museum and arts organisations. Transcription: Paul Marden: The museums and culture sector are facing unprecedented headwinds. Static or reducing funding from local government, fewer grants from trusts and foundations, all while dealing with increased people costs. The continued headwinds from cost of living crisis. But this sector continues to deliver more with less and support the cultural life of our country. Paul Marden: Welcome to Skip the Queue. I'm your host, Paul Marden and in today's episode recorded the Science Museum at the Association of Cultural Enterprises View from the Top event. I'm joined by Amy Akino-Wittering, Head of Operations and Commercial at Young V&A. Zak Mensah, Co CEO of Birmingham Museums Trust, and Paul Sapwell, CEO of Hampshire Cultural Trust. Paul Marden: And we're going to talk about how the cultural sector can innovate in order to thrive. Anyone that's listened to the podcast before will know. And this is the nervous bit. Paul Marden: We always start with an icebreaker question which my lovely guests victims have not been prepared for. So, Zak, I'm afraid you go first, my friends. So if you were a cartoon character, which cartoon character would you be? Zak Mensah: That's easy. I think I would be the thing that gets chased by the. Is it the wild Cody who runs around all his home? But I'd be the. What's the little, the stupid Roadrunner. Yeah, so I would be Roadrunner because you constantly are literally running 100 miles an hour and then a giant piano lands on you at 4:00 on a Friday afternoon, but you respawn on the Monday and you start all over again. Pretty much feels like me. Paul Marden: I love that. I love that. Amy, you're next. Let's think of all of the inventions over the last hundred years that were offered. Flying cars, those sorts of things. What is the one thing were promised that you really miss and think we really need in our lives? Amy Akino-Wittering: I think a Time Turner, which is basically from Harry Potter. Basically you can just go and do things like six. They do six days all at once. Paul Marden: You can be Hermione if you've got a Time Turner. Amy Akino-Wittering: Yeah, great. Paul Marden: Excellent. I love that, Amy. Thank you. Paul. Paul Sapwell: You said these were going to be under no pressure. I wouldn't have liked. I wouldn't have liked either of those. Paul Marden: Oh, well, you're not going to like this one then. I'm sorry, mate, I'm, I, I live in Hampshire. Paul runs Hampshire Cultural Trust. Paul. Paul Sapwell:  Oh, even better. Paul Marden: Saints or Pompey? Paul Sapwell:  Oh, blimey. Okay, well that's, I'm an Arsenal fan. Paul Marden: So there we go. Paul Sapwell: I couldn't possibly answer Saints or Pompey? I mean, we border both. So I would just be in so much trouble if I pick one or the other. So I can. I've got to get out. Paul Marden: Are you dodging that one? Paul Sapwell: Yeah. I thought you might watch Arsenal regularly. Paul Marden: I thought you might. So we are going to start with a question from somebody from the audience, a young man named Gordon. Apparently he might be a millennial. And he says, After 15 years of turmoil, financial crash, austerity, Brexit, Covid, we face continuing cost of living issues, rising national insurance and a Trump presidency. Are we doomed in 2025? Or to put it slightly better, what are the biggest risks for your organisation and the wider sector, and what are you each doing to thrive in the year ahead? And I'm going to start with you, Paul. Paul Sapwell: That's an easy question, isn't it? Paul Marden: You can thank young Gordon. Paul Sapwell: Brilliant Gordon, Yeah. I mean, I think 2025 is going to be an incredibly tricky year, but to sort of look further than that. I'm certainly an optimist, but I think we're in a time of transition, particularly in terms of our sector, in the cultural sector, in terms of what's going to fund us and what's going to sustain us going forward. You know, I think the years of the level. I think a lot of the speakers have touched on it, but the years of the level of public sector funding is, whatever happens with this government and next is going to be going down and we just have to face that. I run an organisation which we started out in 2019. We're about 85% publicly funded. Now we're 34% publicly funded with the same turnover, I hasten to add. Paul Sapwell: And so we've made a good go of it, but I think the headwinds this year are really difficult. That said, I think that we have to be confident investing for the longer term and particularly, obviously, in this conference in areas of commercial growth. I think that, okay, the growth projections have been downgraded. I am confident that we will, as the decade continues, move into a period of growth. And we've got to be looking at the long term rather than the short term. The trick is, of course, not running out of money in the short term. And that's a really difficult place to be. Paul Marden: In the water, just here. Paul Sapwell: I don't have an easy answer to that, but I think fundamentally, you've got to give the customer what they want and the customer is still there. Paul Sapwell: And we have a fantastic product. But we've got to certainly pivot much further towards what customers want commercially, in my view, than putting as much emphasis as probably we did 10 years ago on trying to find more and more public funding, because I think that's going down. Paul Marden: Zak, have you got any thoughts on that? Zak Mensah: Yeah, I mean, in terms of money, just generally people want to back winners. So I think one of the difficult things that internally we can all say it's doom and gloom, because it does feel that doom and gloom. There are definitely days, weeks and months. I think it's right to say that it's doom and gloom. Like you can be optimist but still understand it's difficult time. And I think a lot of our, you know, a lot of our workforces certainly feel that, it can feel very difficult because every year they ask, will they have their job? Right. And that's a really fair question to ask. And we sometimes as leaders kind of say, “Oh, if we can get through the next two years, but two years for normal staff are sometimes a very long time to try and say, “You or may have not have a job to make life through.”Zak Mensah: So I think that's something I always think back in back of my mind. I think a lot of the difficulties, whichever flavour of government is about understanding how to be more savvy, about understanding the trends, about things that are fundable. Because there are lots of things that were funded 10, 20 years ago, that money has dried up. And so we've all got to think about, for example, a lot of people now looking at, well, being a speaker this afternoon was talking about more on EDI, for example, and how younger people certainly are interested in having more of a purpose driven business. Is how for us, we can make sure we're focused on the, what I was called, the user need. So the needs that people use us. Zak Mensah: Because if you can concentrate and focus on what they want, whether it be money, otherwise that ultimately does lead to a business model. Because there's no point saying just because museums and galleries have been around for 100 to 200 years, they have an absolute right to exist. The only way they exist is because every decade or whatever there's another crisis comes along and a group of people, including ourselves here, live in this room, but also listening to this make it happen. Like, we've got to convince councillors, government, businesses to be part of that journey. Because the funny thing I will say is that, you know, at Birmingham Museums, the art gallery was founded in 1885 by industry people. It was industry people that founded it. It was industry people who wanted the city to have great arts. Zak Mensah: And so now we're turning back to those same people and saying, "We need you to now step up and contribute." It doesn't always have to be money. It could be in kind support, could be advocacy. That's the kind of thing that we need to do as leaders right now, in addition to the normal making the money work and stretch as far as we can. Paul Marden: Absolutely. Amy, what are you doing at Young V&A to thrive in the year ahead and face some of these challenges? Amy Akino-Wittering: Yeah, absolutely. So we've now been open for just over two years, so I feel kind of, well, coming up to two years. And so I feel we're kind of in that stage where we kind of opened and sort of just try to make sure that we are operationally savvy. And last year was very much about refining that. And I think this year is very much about what's next and how can we build upon kind of success of opening, looking at ways in which we can innovate through doing new kind of commercial opportunities, but also how can we develop our audiences. And as well as part of kind of the wider V&A, we've got two more sites opening as well. Amy Akino-Wittering: So how as an organisation are we going to work together to kind of be in this new family of sites and work together through there? So I think for us in the kind of coming year is all about, what's next? We've opened the door. We started with a really strong foundation and a really strong vision, but then how can we keep on innovating and keep iterating that to improve? Paul Marden: Excellent. I'm going touch on stuff that Lewis talked about a minute ago. One of his reflections I really liked was thinking about how do we create a space for colleagues to engage with some of these really important issues that have been on the PowerPoints. Zak, maybe you could start. What do you think your organisation can do to act as bottom up catalyst for change as opposed to trying to drive these changes from the top down? Zak Mensah: I think the first thing is about understanding that there are a lot of people who do want to be able to voice their hopes and fears around a whole host of subjects, whether it be specifically around, if you're ethnic minority, about your fear of living in the UK, if you have climate, lots of important subjects people want to talk about. You know, I think certainly internally, and I'll be very clear about this, I think there's a very different view sometimes about the difference between internal and the external voice of the organisation. So what we see a lot of is staff individually believe that as a service there are lots of things we could and should be talking about publicly that may or may not directly align with how as a leader we see it. Zak Mensah: So, you know, there are lots of fights we do get into. We can't get into every single fight. And sometimes there's a real fine balance around what we decide to go for. So if you take during Black Lives Matter example, me and Sarah Shropshire started in November 2020, there was an expectation that immediately we would be like the spokesperson for the whole museum sector about black and brown issues. And like, it's really hard to say, actually. I am not speaking on behalf of every single person in the whole country. I do take it seriously and we set up internally ways people to talk about it, but didn't always feel appropriate. Zak Mensah: And I'll give another example is around, for example, war. Any one time there's something like 15 global conflicts happening and, you know, we talk and go backwards and forwards internally sometimes about, you know, do we talk about them publicly? If we talk about them internally, how we talk about them, do we single one out or do we talk about them all? Are they equal? How do you equally talk about things are very horrific for a number of people?Zak Mensah: And knowing that we've got staff from dozens of countries who all have different views on how their homeland or area they're interested in is impacted. Things are very horrific for a number of people. But I do think that there's always. It's always really tricky because the best conversations and the best conversations need care and a lot of the conversations happen in like, pockets that we have no control over. Zak Mensah: And so it's again, how do you set an environment as a leader that is allowing the bottom up to do their own thing, but in a way that isn't going to be detrimental to the whole workforce? Because I think it is. Again, I mentioned it's been. It's really tricky and that's the simple truth. It is no easy answer to these things because if it was easy, we'd all solved it. Yeah. But acknowledging it there, it's the elephant in the room, I think is really important and growing to be more and more important for us as leaders. Paul Marden: I think Lewis was saying it's really important to know where you stand on issues and it is okay for you to have a stance on issues that says, I'm not going to make a stand on this one issue. I thought that was a really interesting perspective. Imy's talk. I think were talking a lot about the journey of Titanic Belfast, which I love as a museum, to go to a museum that emotionally moved me as much with so very few actual artefacts. I just think it's an amazing storytelling experience. But you talked a little bit about the team and what you do to be able to nurture that team. And one of the things that we're talking about is trying to get 110% out of everybody getting to more with less, getting them to innovate. Paul Marden: How do you balance all of those challenges and not break the people and maintain a 98% retention rate like Titanic does? Paul? Paul Sapwell: Well, maintaining a 98 retention rate, I think fairly unprecedented and huge congratulations. I mean, I think it follows on a bit from what Zak was saying, actually. You know, it's tough, isn't it, being leaders in terms of whether you're making that kind of external message or whether you've got a tough internal message. I mean, I've always taken a stance that you've got to be as transparent as you possibly can be and people will go a long way with you if it doesn't appear that things are being taken in a dark room somewhere. And I think for us, what we've tried to do is to put in the mechanisms for that to happen. I've been really fortunate to work with a fantastic people director, Hampshire Cultural Trust. Paul Sapwell: One of the first things, I think you've also got to make a stance, by the way, on people being important. One of the first things I did as CEO was say we need a people director. It's quite rare in the heritage sector. I came from hospitality, it was the norm. It's an odd thing that people and HR doesn't always sit at the top table. Sometimes it's sort of delegated down in operations or even finance. So I think that's really important and we needed a strategy and part of that is putting in place a lot of the stuff that you talked about of the Titanic, which I think is really impressive. And we're somewhere on that journey, but not quite as far along, but proper employee forums where you listen. Paul Sapwell: I meet with an employee elected employee forum quarterly and talk to them about all issues with nothing off the table. We also have an EDI group with a mix, again, senior leadership on there talking about these issues. And I think that, you know, if there was one thing I would say it's, you're not always going to be able to give easy answers, are you? This year we're being hit with an enormous national insurance hit to the staff costs and that is going to affect pay. I can't pretend that it isn't. And if we're going to not run out of money in the next few years, we're going to have to give less of a pay increase this year than we would like to. Paul Sapwell: But we've been talking about that openly since it hit and I hope that our team will go, will understand, but obviously that doesn't make it, make it easy. And I think the same is true with the issues that you're talking about. You can't take a stance on every single issue that comes through each of these forums every quarter, but you have a conversation about it. And I think that's the most important bit for me. Paul Marden: Amy, I'm going to segue wide away from today's talks. Regular listeners will know that I'm a Trustee of Kids in Museums and I was chatting with my fellow trustees about today's event and we wondered, given the impact of the cultural sector, on the impact that it has on the lives of young people and how there are so many challenges at the moment for disadvantaged young people to engage in the sector. You know, we all know that post Covid, many schools have cut their school visits into museums and galleries. I pick you because Young V&A was the winner of Kids in Museums Family Friendly Awards last year. So let's just start with you and talk about what are the innovative things that you've done to break down barriers to encourage children and families to engage in the museum. Amy Akino-Wittering: Yes, of course. So Young V&A when we kind of opened its entire purpose is about engaging children. It's all about kind of that creative confidence in Generation Alpha. And so the whole museum has been designed with and for young people. So its target audience is between naught to 14 year olds. We spoke with over 22,000 young people in the development of the museum to hear what do they want from it. I think there's a survey which said that 40% of children thought that museums were boring and it weren't places for them. So, well, what can we do as we've got this opportunity to redevelop, to make sure that it is a place that people want to go and enjoy and be themselves. Amy Akino-Wittering: And so that was kind of like the North Star in terms of what every kind of decision in the kind of opening and making and running of Young V&A is really centred around this as well. And so it goes from the aesthetic in terms of the height of things, the bright colours from this swirling staircase that we have at Young V&A, which came from an idea that someone wanted to helter skelter in the space to the tone of voice in our interpretation and also how the objects are displayed. We've got objects from across the V&A, we've got over 2,000 objects. But it's not just the museum as was the Museum of Childhood collection, it's from across all of the different departments of the V&A. And it's been curated with that kind of child centred and child focused way. Amy Akino-Wittering: Co design is also a really kind of core part of it as well. So we kind of co designed with local audiences and children for various design displays and also co curation. So each gallery was co curated between the learning team and the curatorial team as well. And then obviously we've kind of got to actually open the building and have a team to deliver that visitor experience. And again, that is all very much fed through that audience lens. And so we looked at our structures of, you know, what types of people do we want in the space? You know, our core audience are children. We need people who want to engage with that audience. It's a very specific kind of audience, but also we are a hyper local organisation as well and so how can we encourage applicants from the local boroughs? Amy Akino-Wittering: So we drove a very inclusive recruitment process where we basically did a behaviour led process for recruitment, we redid all the job descriptions, went out into our local community, did workshops and CV surgeries and basically just made it as easy as possible for people to apply and get interview. And the kind of core things that were looking at was behaviours. We can teach people how to go on a till or to learn how to do fire evacuations, but actually it's much harder to get people because that's what the job is. You know, the majority, you know, all your visitors will come to a touch point with the front of house team. They are your most important ambassadors. Amy Akino-Wittering: So we need to make sure that we've got the best kind of resources and time and structure in place to support them, to give the best possible experience that we can. So we spent a lot of time doing that. We spent a lot of time as well working Kids in Museums come in and do training about specific family engagement training as well, which has been really beneficial. And then also we really believe that, you know, the customer experience, the visitor experience is directly impacted by the employee experience. You can't expect the team to deliver this amazing, joyful visitor experience if actually they're pretty miserable behind the scenes. So how can we make sure that the structures that we have and the environment that we have is reflective of how we want them to be on the floor as well? Amy Akino-Wittering: So we make sure that we have forums to make sure that, you know, people can have their say. We make sure. So we did this team charter, which was this sort of collaborative effort to see, like, how do you want to feel in the workplace, but also how do you want your visitors to feel? And actually, it was all very similar in terms of the outcomes that came from that kind of exercise. And it's these kind of agreement that we have together to how we're going to work together and those kind of things which we do to ensure. It's that kind of frequent communication and making sure that we're on the same page and it kind of brings that joy which then comes out to the visitors. Amy Akino-Wittering: And that is kind of I think all those things together has all really helped in terms of when someone comes into the space, children, they're front and centre. They really feel like it's a place for them and they've got kind of people around them which really get them and that they will help facilitate their curiosity and things like that. So that's what we've done. Paul Marden: Amazing. Paul, have you got some thoughts? Paul Sapwell: Yeah. I love what you're saying about the visitor. The visitor services guys on the front desk. I mean, they are the most important people, essentially, and that's why I was nodding vigorously. I think that's part of what I was talking about earlier in terms of pivot into more of a commercial view, because a commercial company completely relies on their customer who comes in. And I think my experience of being in an organisation that's moved out of being run predominantly by a council to one that's independent now was, I've got to be honest, at the start, that wasn't how it felt. Paul Sapwell: And actually you could produce big lists of visitor figures, but ultimately, if they went up or down, it didn't really matter because the funding was going to stay the same, whatever, and there would be other metrics, and I think that's the big shift in mentality, because if you don't give the customer what they want, and that means really valuing people on your front line. And, you know, we've had conversations at the Museum Association about it, about how there's almost been that divide in museums between the people who talk to your customers and the museum staff. And I think that's a really. Or people who would see themselves doing proper museum work. And I think that, you know, that's something we've got to. We're moving in the right direction, but we've got to move quicker. Paul Marden: All of our best memories, aren't they, of going to these places are not necessarily about the amazing artefacts, it's the stories that your team tell people when they interact with them. You feel so happy as a result of it. I think of some amazing experiences. Zak, have you got any thoughts on this? Innovative ways in which we make museums family friendly, how we encourage make them more children friendly? Zak Mensah: Well, the first thing is it's something like 50% of people have children. And so knowing that is in the UK is a thing. Just knowing that as a fact. Right. Means that thinking then about families who will come, but also the staff workforce. Because again, like, you know, if your staff, you're your biggest advocates we just talked about is making it friendly for people to have children in the workforce means that most people recommend it and word of mouth is the biggest way that you can influence people and then from that when people come. So we've got nine venues overall pre pandemic, have a million visitors a year. Zak Mensah: We say we're family friendly, but I've got two young children and quite often the experience, not just my place, but other places doesn't actually say match up with that because like just saying to a seven year old, you must love art, doesn't really work, right, if it's Blue. Paul Marden: Can't tell them. You can't just make them like, yeah. Zak Mensah: I can't tell anything because anyone in my family anything. If you convince about bluey=, then you've got another chance. But you know, you've got to think about actually what is their experience going to be. So, you know, have you got picnic area? Have you got toilets? Lots of toilets. Do you allow your staff, for example, in previous roles? We allow people, if they want to do potty training, they could do potty training in the gallery. Because the reality was if they didn't use the potty that they had in their bag, it was going somewhere else. And so I remember watching in horror as someone literally tried to scoop up a child and move their parent out of a gallery to start to go to the toilet. Zak Mensah: And I was like, there was no way they were going to make it out that door. I would love to have that CCTV footage because I bet that was quite interesting. But, you know, it sounds, you know, some sort of flippant and fun. Zak Mensah: But that's the little thing because like all those little things about making it, you know, enjoyable. Because if you can make it enjoyable for the. For the parent or the guardian, you can make it fun for the, you know, for the kids. You know, you have to have sharp crayons and pencils. Whatever it is, like always things that's really kids don't want much. That's the little thing because like all those little things about making it, you know, enjoyable. Right. Like, if you can give them almost that version of experience to make people think it's good. Because I think we sometimes dissociate the child's experience with the fact they're with someone else. So actually you've got to make it good for the people that they're with. And quite often people do it, you know, who take. Zak Mensah: They might take the extended family. So they'll say like, you know, I'll take my niece or whatever, I'm there. And they don't usually actually have to have the children. So sometimes they need help as well, you know, to make sure the experience. Paul Marden: Extra needs to be able to solve the kids' problems. Zak Mensah: Absolutely. So for me it's about making it that friendly from that perspective. So often with school trips, for example, it's how can you make the school trips fun? Because I see quite a lot of kids on school trips that they sort of being marched through and forced to go. So then they're less likely to recommend it to their parents and their parents just like to come. So for me, it's kind of like trying to use that learning visit which often people's first. Most people tell me, I've been to museum as a child and they usually get towards school age, secondary school, and they don't go anymore. Paul Marden: Yes. Zak Mensah: So it's like, how do we make sure that. I don't think as a sector where family friendly enough, other than those people who already are super engaged, they make the kids have fun. I'm probably talking about my trauma now. Paul Marden: Let's return today's speakers. Let's just talk a little bit about Mike's discussion of using behavioural models to influence buying decisions. Yeah. What are the biggest behavioural barriers that you see within your organisation? In terms of visitor experience, from kind of awareness through to decision making, what could you do? What could you change? Zak Mensah: So the first obvious one is a lot of people are terrified of being in spaces because they're not sure how to behave. There's this weird secret code that doesn't. It's not actually written down anywhere that people think the museum experience has got to be quiet, that it's got to be. That you've got to know what you're looking at. It can't just be fun. And actually having. Just having fun is a really important part of what you want to do. So for us, I think the problem is, as well as once you work in the sector, those barriers are invisible because you just work there. You feel comfortable now coming. Yeah. And so the behaviour part is super interesting. And so, for example, it's a phrase I sometimes use around, like. Zak Mensah: It's around this idea of, like, “People like us do things like this”, which I stole from Seth Godin. So, you know, what we did, for example, is w e now don't have staff uniform because we've got quite a diverse. We're dividing diversity in Birmingham and we want people to feel comfortable and recognise people outside the building who then might be going, like, sure, I might. Hoodies, for example. If you wear a hoodie, you might own. The museum's. Not for me, the museums for other people who wear suits, etc. So actually, if they see staffing. Yeah, if they see staff in hoodies or whatever, in hijabs or niqab, whichever outfit they want to wear, then that is a signal about those people are welcome. Zak Mensah: That's one example where that idea came from the team about how we can show and tell and do what we say we're going to do, rather than just saying, “Oh, but we're really friendly museums are great and come in.” Because actually they are intimidating from the outside. They're often intimidating intellectually. Paul Marden: Yep. Zak Mensah: The train, the media, all the time is being really high brow all the time. So it's like actually we. We have to find ways to accept that those barriers exist. And that often means finding people who don't use you to actually tell you that. And we've just finished a citizen's jury, for example, which had almost 30 people who are representative of the city come in and 80% of them at the first meeting said they didn't think the museum is relevant to them. Those are ordinary people who live in the city who. That's 80% of those people. Four in five people don't think the museum is relevant for them, even though we know that we could make it relevant to them. And that was a really sad, shocking figure, but also is motivating. Zak Mensah: And I think our job, you know, as leaders is how do we help people feel inclusive, to be an inclusive space and then like. And go for it. Paul Marden: Excellent. Thank you, Amy. Amy Akino-Wittering: Yeah, I think a lot of what we have done as well is to try and go out of our four walls of Young V&A as well. So we do a lot of kind of community engagement as well through kind of the learning team as well as for volunteering programme. Like we rocked up at stores at Whitechapel Market and kind of saying, “This is our kind of programme”, just chatting with people where they haven't heard of Young V&A even though it's down the road. And so it's like, how can we, yeah, kind of go out and about and also kind of advocate across as well. And then also it's like when people do kind of take that step to actually go onto our site and then come into the building making sure that the visitor experience is as inclusive, as welcoming as possible. Similar. Amy Akino-Wittering: We also just have aprons and they can wear whatever they want underneath and just again, so as people feel relaxed and they feel when our audiences come in, they say, oh yeah, no, that's something that I might wear. Or you know, they just feel more kind of settled and at home. So that's something that's really important that we kind of do as well. Paul Marden: Lovely, Paul. Paul Sapwell: The biggest challenge for us, I mean being a smaller organisation and a brand that isn't known. As well as it could be, I think our biggest challenge now is that customer journey from online through to what you get when you arrive and we're not consistent enough. And I know we'd all talk about this forever but you know, big commercial organisations do this really well. You know, you're going to sell a ticket within a couple of clicks from a social media piece, you're going to get a follow up email that looks exciting and you know, then your product is either going to arrive or you're going to arrive at it and it will be like you thought you were buying. And I'm not sure that we always do that. Paul Sapwell: I've got to be honest and I think to do that you've got to put a lot of investment in it. And that's what we're part of the strategy that we've launched, we launched back in November is about that. Paul Sapwell: And again, that comes back to, you know, commercial mindsets that matters. It matters that we put the right image in whatever way that is to the right customer who we're trying to attract. We've got to understand those customers better and then make sure that's, that's seamless. And, you know, we run 20 venues. They're really different. We've got everything from the Great Hall, Mediaeval Hall in Winchester, which is full of people on from travel trade have come off of cruises and things. And then we've got Milestones Museum in Basingstoke, which is a sort of family living history museum. Paul Sapwell: They don't get any international tourists. So having a really limited pot of marketing to be able to go all these sort of areas is really difficult. But I think that would be the challenge. But thinking about it holistically, really, because it's the same person who clicks on the social media ad to the person who ends up arriving in your venue. And that needs to be really consistent. Yeah, it sounds like cash is the barrier. We're going to try and work with it. But that's the important bit for me. Paul Marden: I'm grinning like the village idiot because this is what I advocate all the time. I'm looking at my marketing friends in the audience who would also share. Share your thoughts on this. We know from the Rubber Cheese survey that it's eight to 10 steps it takes people to checkout. I tried to buy tickets for an aquarium last year and they made me enter a password along with the names and addresses of everybody that was joining me and then told me off three times for getting the password wrong in the checkout process. I had to be really to buy those tickets and. Paul Sapwell: Well, yeah, you touch on. Yeah. I mean, we could have a whole conversation, but no, I mean, we love a complicated ticketing system in the cultural sector, don't we? I mean, with all the right intentions. I mean, even the list in some places of different concessions. I mean, you don't want to go. I think I'm that or I'm that. You know, and it's done with the right intention. But it's an enormous barrier. Paul Marden: Yeah, completely. Paul Sapwell: And you know, we make things so complex and I don't have the fix, but I know we've got to fix it. And that means putting sort of. Again, learn from companies who do this really well rather than. Yeah. Looking for ideas ourselves. Lots of people do it really well out there. That's what we got to do. Paul Marden: Thinking of lots of my team who might think that this is something somebody should solve. Zak Mensah: The fix is simple, isn't it? Because you just said then that there are other people doing it well. What we're not really good at artists actually copying people. Zak Mensah: Like just copy someone else who's done it better than us. It's really. It really does annoy me. Let's just say that what always happens is that we make decisions by committee, don't we? So it would have been two steps, but then someone from marketing said, but you've got to have a newsletter. And someone from another team would say, “You've got to also ask for this. And then you've got to do this. Then you've got to try and get the kids to come for school trip.” Before you know it, people mean well and they've made it really complicated. I think sometimes it's like, actually, let's just do the simplest thing. Let's do all the hard work to remove those barriers and then we can try and flog them stuff when they get there. Paul Marden: So friend of mine, Andy talks a lot about you don't go to a fine dining restaurant and walk up to the maitre d and he says to you, “Would you like a table, by the way, are you going to have dessert? And would you like a coffee? And what are you going to have for your starter main course and dessert? Oh, right, I'll take you to your table.” You have a conversation with people and you lead them and you don't try and pack everything into the very first time you ever talk to the potential client. Zak Mensah: Which is why Greg's does so well. Paul Marden: Yeah, look guys, I could carry on about this conversation, but we are the barrier to everybody getting to their drinks and nibbles and so we've got. Paul Sapwell: Including us. Paul Marden: I know, sorry. We've got a couple of things that I must cover. So we always ask our guests for a book recommendation. It can be a novel, it can be work related. So Zak, would you like to go first with yours? Zak Mensah: Yeah. Turn the ship around! I think it's David Marquet. It's a book about a nuclear submarine commander who basically realises all these stupid rules. And so he just said to everyone, just tell me you intend to. So say to him, I intend to turn the ship left, I intend to take holiday, etc, because he realised that there were so many stupid rules and I think museum will have loads of stupid rules. It's a really good thing. And I know most of you won't read the book because most people say, “Yeah, I'll read it. They don't read it.” There's a 10 minute YouTube video. Surely you can spend 10 minutes of time if you can't be bothered to do that. There is literally a 30 second Wikipedia article about it. But please don't do it. Paul Marden: Zak feels very strongly about this. Paul, your book recommendation, please. Paul Sapwell: Well, last year I read Wild Swans by Jung Chang and I'm trying to find a way of getting into a business conversation. I think there's so much that comes out of that book, but I think, yeah, striving for Utopia is often, you know, the book. Right. Most people in terms of living under communist China and we know we could go on about utopian things that haven't worked, but I think there's, for this conversation, that's perhaps where we need to think, you know, going forward here. There isn't a sort of utopian way that things should be done for our sector. There is, you know, we're making our way here and yeah. Obviously it's a fantastic book. Paul Marden: Excellent. Thank you, Paul. Amy, your recommendation? Amy Akino-Wittering: Yeah, so mine isn't linked to like professional development at all. Mine. Paul Marden: Well, you did have one. Amy Akino-Wittering: Well, I did have one and you were like, no, just go for your favourite one. So I was like, Persuasion by Jane Austen. It's a classic. Paul Marden: We've got, we've got big anniversary at the moment, haven't we? In Chawton where Jane Austen lived has got big thing about 200 years, 250 years? Amy Akino-Wittering: Celebration for the whole year. So I'm gonna go in. Paul Sapwell: Yeah, everyone's trying to get in on this, by the way. I just have to put this out there. You know, she was born in Hampshire. Paul Marden: I know. Paul Sapwell: Born in Hampshire, actually. Born Basingstoke. Paul Marden: I know.Paul Sapwell: Yes. Paul Marden: There's a lot of celebrations for Jane this year. Paul Sapwell: Yeah, everyone's trying. I've seen so many angles for her. Oh, she was here and she went to the toilet. Fair enough. I mean, it's a big celebration. Paul Marden: If you'd like a copy of the book or any of these books, head over to Bluesky and like and repost the show announcement saying, I want Zak, Paul or Amy's book. And the first person to do that will get the book sent to them. Thanks for listening to Skip the Queue. If you've enjoyed this episode, then please leave us a five star review. It really does help more people to find us and remember to follow us on Bluesky , X or Instagram for your chance to win the book. Thank you very much, everybody. Paul Sapwell: Thank you. Amy Akino-Wittering: Thank you. The 2024 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsDownload the 2024 Rubber Cheese Visitor Attraction Website Survey Report

Have you ever wondered what forgiveness means and how much you need to forgive? The disciples wondered about such things too, so Jesus answered their question by telling them a parable.

Perhaps you have been a Christian all your life. Your parents have taken you to Sabbath School and church regularly. You know many Bible memory verses and Scripture songs. You love Jesus very much. But now someone is asking you why you believe Jesus is th

In this episode of the Arizona Small Ball Podcast, hosts Jeff and Reyes dive into the upcoming Copper Tournament, discussing its significance, the teams currently in the tournament, and those on the bubble. They analyze the rankings and potential Cinderella teams, highlighting the excitement surrounding the competition and the opportunities for smaller schools to shine. The conversation emphasizes the importance of the tournament for Arizona high school basketball and the thrilling matchups to come. Takeaways The Copper Tournament is a unique opportunity for smaller schools. Teams from different conferences will face new challenges. Winning the Copper Tournament signifies being the best in small ball. Joseph City has proven to be a competitive team this season. Payson is a team to watch as they could crash the party. Valley Christian's position is precarious as they are on the bubble. Fort Thomas may drop in rankings after recent losses. Cinderella teams can emerge from unexpected places in the tournament. The importance of PowerPoints in determining team rankings. The excitement of the Copper Tournament is palpable among fans.

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We are SO back! This may be the very first season with all unique first names, no last initial required, and we are loving it! In this episode, we talk about Insomnia Cookies, our ongoing beef with Illinois, body glitter, and the Jane Goodall of hot girls. Here's an old Jane Goodall of Hot Girls article, and the Tell the Bees take on the Matt & Rachael breakup. (Also, to be fair, we hadn't watched that ANNOYING fry video, but also, let's not act like an immature man is the Antichrist). Our favorites so far? Gotta be Chloie and Zoe. And, of course, Parisa for channelling Sammi's love of PowerPoints.

Grant (who can dunk with ease) begins his journey by welcoming 25 seemingly kind-hearted individuals and a llama to Bachelor Mansion. Plus: Parisa bursts onto the scene with an unprecedented opening night activity. Thanks for listening. (Timestamps below)Text the mailbag: (773) 234-7794Join our group on the RealTVFantasy app! One sticker winner each week, and a t-shirt for the full-season champion (Honor system re: spoilers): https://realtvfantasy.com/myleagues/join?code=19860pVPUkeOYlr)Create an account by logging in via Google, Apple, or FacebookCheck the Scoring tab to see how points are tabulated.It's a Weekly Budget league, so contestants' prices will change based on performance throughout the season.'More Rim and AB!' weekly podcast: patreon.com/rimandabMerch store: rimandab.comSocialInstagram @rosecastpodcastTwitter/X @rosecastpodcastTikTok @rosecastpodcastFacebook group facebook.com/groups/rosecastnationTimestamps (approximate):0:15 Episode takeaways3:30 Grant background11:00 Limo entrances33:00 Cocktail party56:00 Rose Ceremony1:02:00 Camaran Eubanks Award Preseason Watch List1:04:00 Power Rankings1:06:00 AB's ‘Bachelor' Headline of the Week1:11:00 Odds and ends Hosted on Acast. See acast.com/privacy for more information.

When have you asked for something on someone else's behalf? Have you ever saved someone's life? Your life may have a greater impact on others' lives than you may think. Read on to discover how an “unbeliever's” faith saved a friend's life.

Think of a time you made a request for something that you were hopeful you would get. The father in this story went to Jesus hopeful that the Great Healer might heal his son. Let's read about how Jesus' miraculous healing of the royal official's son stren

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Santi provided a powerpoint about sex to his wife

When was the last time someone thanked you? It felt good, didn't it? It probably made you smile to know that something you said or did blessed someone else.age.

Kansas City Chiefs radio analyst Danan Hughes joins Chris and Amy to share a humorous story about his wife's PowerPoint presentation setting strict thermostat guidelines at home. He discusses the family's Nest thermostat settings, balancing comfort and energy use. The conversation then shifts to NFL roster rules, with Danan criticizing the limitation of only 46 players dressing for each game. He also touches on the significance of the bye week, especially for key players like Patrick Mahomes and Chris Jones. Finally, the group discusses the Chiefs' final regular season game against the Broncos, lineup considerations, and the importance of player rest before the playoffs.

Q1 Lesson 01 - The Great Gift Exchange

Q4 Lesson 13 - Magi and the Messiah

Lara and Carey reel from the (allegedly not-so-surprising) news that James Kennedy was arrested for domestic violence -- the same night of Kathy Hilton's DirectTV holiday part where Carey met 5/8 of the Salty Utah Queens. They discuss Lily Phillips, British OnlyFans celeb and Patron Saint of Derbyshire, who is reflecting on the trials and tribulations of getting "ran through" by 100 men. They also talk the openly gay Florida man who is happily married (and monogamous!) to his wife and what this means for f*g hags everywhere. On RHOSLC, Mary confides in Hengie K about Robert Jr.'s rock bottom, vowing to attend Lisa Barlow's Big Vida Girls' Trip/tax write-off, if it's the last thing she'll do. Then the ladies (minus Mary) head to Puerto Vallarta, complete with PowerPoints, twin villas, Bronwyn's post-dog attack scars and her lodging woes, Meredith and Hengie's astral showdown at the endless dinner, and Britani's unmatched chaos and Jared Osmond-approved crotchless lingerie. Chapters: 00:00 Carey's Got Hilton Tea 12:13 DJ James Kennedy: Another VPR man goes down 25:12 Patron Saint of Derbyshire 34:38 F*g Hag Dream 43:20 RHSLC S5E13 Recap More Lara & Carey Content: Subscribe to Once Upon a Time in Nashville to hear a new episode out now! Listen to this episode ad-free AND get access to weekly bonus episodes + video episodes by joining the SUP PATREON. Be cheap as hell and get full-length videos of the pod for free by subscribing to the SUP YOUTUBE. Relive the best moments of this iconic podcast by following the SUP TIKOK & SUP INSTAGRAM Sexy Unique Podcast is Produced By: Tiny Legends Productions, LLC Executive Producer: Stella Young Tech Director: Guy Robinson Art Director & Social Media: Ariel Moreno Sexy Unique Podcast is Edited by: Video & Audio Editor: Case Blackwell & Ness Smith-Savedoff Learn more about your ad choices. Visit megaphone.fm/adchoices

Fantasy Empire, Season 2, Episode 17: Get ready for a thrilling episode of the Fantasy Empire show, where Chris Vaccaro, Nelson Sousa, Matt Modica, and Dan Williamson dig into this question and many more as they sort thru Week 13's highs and lows and look ahead to Week 14 of the fantasy football regular season. -- Thanksgiving Recap Chris' Week 13 Observations for Week 14 & Playoffs Nelson's Week 13 Observations for Week 14 & Playoffs Matt's Week 13 Observations for Week 14 & Playoffs Dan's Week 13 Observations for Week 14 & Playoffs Super Bye Week Starts of Week 14 --

Q4 Lesson 11 - Praise Explosion

Host: Robert Hatfield  |  Released Thursday, December 5, 2024 In this episode of Preachers in Training, Robert sits down with Forest Antemesaris to discuss how preachers and teachers can create visually appealing and effective PowerPoint presentations. With insights from Forest's experience in ministry and design, this conversation will help you enhance your visuals and communicate […]

Coast stands out in fintech with its interactive API demos. Kara Parkey, head of strategic accounts at Coast, shares insights on the Tearsheet podcast as to why her firm is working with many of the best fintech brands. It's that Coast visually simplifies the complexity of API products, making their service essential in today's fast-changing financial world. Coast lets users view APIs in action, making vendor and partner presentations interactive. It turns static PowerPoints into dynamic, live experiences. According to Kara, “It's like seeing APIs come to life.” This is especially valuable for fintech companies focused on the API economy and open banking. It resonates with those driving innovation in these areas. How Coast pioneers API demos in fintech Kara explains that Coast's demos are not just about showcasing APIs. They are about transforming how potential clients experience them. Traditionally, fintech companies relied on static prototypes or lengthy technical documentation. Coast provides a live demo environment. Kara describes it as “a unique URL branded for the client.” This allows users to interact with the APIs in a realistic setting. This approach is especially appealing in fintech, where embedded finance is becoming more common, aligning with the growing trend in the industry. Impact on sales cycle and Time to Value One of the significant advantages Coast offers is the reduction of time of the sales cycle. Kara highlights a case study with Sardine, where Coast helped cut the sales cycle by 20% to 25%. This efficiency comes from cutting down the time needed to build demos. It also gives account executives a tool to easily explain complex APIs. As a result, the process is faster and simpler. “It's huge for embedded technology,” Kara emphasizes. She points out how it aids in reaching both technical and non-technical buyers. Facilitating API integration and onboarding Coast's technology also simplifies the onboarding process, enabling clients to get up and running swiftly. Kara notes that while typical onboarding can take 30 days to 60 days, some clients go live within a week. Coast enables quick setup by using existing API documentation. Companies can import their APIs and build stories around them easily. No deep technical integration is required. How Coast meets the needs of Financial Institutions As Open Banking and Section 1033 expand, financial institutions are updating their APIs. The pressure to upgrade is increasing. Kara mentions that Coast is actively engaging with banks to help them “increase adoption of their APIs and make it more scalable.” The ability to visualize complex data flows in a secure environment is crucial for banks. It helps them navigate these new regulatory landscapes. Ensuring security and compliance within Coast Security is paramount in the fintech industry. Kara says that Coast takes this seriously. Coast reduces compliance risks by serving as a visual overlay instead of storing sensitive information. This approach minimizes data security concerns. Kara states, “We are your API documentation, just a visual representation.” She says that Coast's solutions integrate without compromising data integrity.

Q4 Lesson 10 - No Room?

Q4 Lesson 09 - Oil Unlimited

This week we very tentatively clambered on top of our desks to bellow ‘Oh Captain, my Captain' to the most inspirational educator in advertising, Ally Owen. The brains behind one ad-lands most invaluable teaching programmes, Brixton Finishing School, Ally has done more than literally anyone to help young, multicultural and neurodiverse creatives find a way into advertising – kickstarting hundreds and hundreds of creative careers, while most big agencies were sat fiddling with the font on their DEI policy PowerPoints. For most people, transforming all those lives would have been enough – but Ally has also gone on to launch ADcademy, a free virtual programme that provides 2,500 students a year with top-class creative training. Ally is also one of the brains behind Visible Start, an incredible program designed to help women over 45 to re-enter the workforce. So, in a nutshell, just imagine what a huge stinky poo-fire the creative industries would be without her. In this episode we ponder everything from the real value of diversity and inclusion in all kinds of business, the financial and emotional hurdles she helps young creatives navigate at Brixton and how a Friday-night shift at Portsmouth McDonald's gave her the skills of a UN negotiator. ///// Follow Ally on LinkedIn Visit the Brixton Finishing School website or follow them on Instagram Head to Career Adventures where tomorrow's creatives are being inspired ///// Timestamps  (04:10) - From Selling Shoes to McDonald's: The Early Gigs (06:49) - The Skills of a UN negotiator: Friday night in McDonald's Portsmouth (09:23) - The Great Escape to University (10:56) - From Pharaohs to Advertising and the House of Stolen Things (13:39) - Pure Luck or Destiny, The Path to Advertising?  (15:22) - A Relentless Career Pursuit (18:04) - Setting out to make things better with Brixton Finishing School (24:13) - Building a Bridge into Advertising  (28:04) - Office Etiquette, Don't Microwave Fish (31:36) - How to Support Brixton Finishing School  (33:07) - The Finishing School Foundation: Practical Help for the NEET  (41:19) - Four Pertinent Poses  (45:45) - Honouring Carol Tully     Ally's book recommendation is: Eleanor Oliphant is Completely Fine by Gail Honeyman. /////

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