Podcasts about Randolph

W.R. goes to war! Hearst didn't cause the Spanish American War, although he'd love you to believe it. He just made people WANT to go to war. Join us for part 2!Sources: Thomas Lennon and Michael Epstein. “The Battle over Citizen Kane.” PBS, 1996.Nasaw, David. The Chief. Houghton Mifflin Harcourt, 12 Aug. 2013.Randolph, William, and Jack Casserly. The Hearsts : Father and Son. Niwot, Colo., Roberts Rinehart, 1991.

In this episode of Sound Words Podcast, we launch our new series Faithful Men, highlighting influential voices in theology and church history. Pastor Jesse Randolph explains why dispensationalism still matters today. We discuss what dispensationalism is (and isn't), why he holds this view, common misconceptions and critiques, and its ongoing relevance in the church.00:00 Welcome to the Sound Words Podcast02:24 What is Dispensationalism05:16 Imbalance of Content by Dispensationalism06:16 Why Jesse Randolph is a Dispensationalist07:04 Jesse Randolph's Road to Dispensationalism09:45 Are Those Who Aren't Dispensationalist Lost?12:02 Is Dispensationalism New?14:32 The 7 Dispensations and The Bible17:40 Stereotypes of Dispensationalism19:19 Dispensationalists and Change23:16 Recommendations24:44 Why Dispensationalism Matters TodaySound Words is a ministry of Indian Hills Community Church, a Bible teaching church in Lincoln, NE. Sound Words is also a partner of Foundations Media, a collective of Christian creators passionate about promoting biblical theology and applying it to everyday life. Learn more at https://foundationsmedia.org. Follow on Instagram Follow on Facebook Follow on YouTube Follow on Twitter Follow on Threads Visit https://ihcc.org

Send us a textOn today's episode we have Coach Zenise Chambers. Coach Chambers started her coaching career as an intern at her Alma mater - Averett University. Zee has experience coaching as an instructor at Point Guard College and as an assistant at Randolph college. She is currently the assistant coach and assistant facilities manager at Macalester College and the head coach of the Minnesota Metro Stars 16U team.On this episode we discuss:What actions on the court can get a coach to STOP watching youWhy context is so importantThe first steps you should take in the recruiting processLoving the process vs the outcomeAnd much more!When you work with me you can expect a 360-degree player development plan designed specifically for young female basketball players.If this sounds interesting, let's have a conversation - send me an email today - hoopsthroughlife@gmail.comCheck out Hoops Through Life on: Hoops Through Life WebsiteXInstagramFacebookIf you have any questions for me or our future guests email hoopsthroughlife@gmail.comThe views and opinions shared by coaches and other professionals on this podcast are solely their own and do not necessarily reflect those of Hoops Through Life. Hoops Through Life is an independent entity, not affiliated with any school or coach, and is not responsible for the opinions expressed by these individuals.

Fresh off an hour-long yap session, we are ready to yap further about Magnus Chase. Magnus and Sam meet up with Hearth and Blitz, and traverse into the Wight's Barrow. The mummies are very democratic. The Skofnung Sword is hot, and also afraid of women, apparently. Can Jack see? How does he know the sword is hot? Also why are the swords gendered? Rick, we have questions. Erin talks about her trip to Iceland multiple times. Magnus battles a bunch of undead mummies and then Loki and Randolph show up. Blitz almost dies and in order to save him, they must go to Hearth's childhood (or, according to Manasa, biological) home and face his trauma. SUPPORT US ON PATREON: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/camphalfpod?fan_landing=true⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠SUPPORT US ON KO-FI: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ko-fi.com/camphalfpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠SEND US AN AUDIO MESSAGE: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.speakpipe.com/Camphalfpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠JOIN OUR DISCORD: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://discord.gg/gzHYsUbdgr⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MERCH: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.zazzle.com/store/camphalfpod

Columbia-based Boone Electric Cooperative has about 30,000 members in Boone as well as Audrain, Callaway, Howard, Monroe and Randolph counties. Boone Electric Cooperative was incorporated in June 1936 during the Great Depression. It was Missouri's first rural electric cooperative. By 1937, they served 140 members in rural Boone County. Boone Electric general manager and chief executive officer Todd Culley joined host Fred Parry in-studio for the hour Saturday on 939 the Eagle's “CEO Roundtable” program. Mr. Culley tells listeners that Boone Electric now has about 30,000 members and 36,000 meters, saying they are primarily a distribution cooperative. Boone Electric have nine directors. It was formed during the Rural Electrification Administration (REA) under President Franklin D. Roosevelt. Some old-timers still use the term REA today. Boone Electric now has 3,200 miles of distribution lines, with 1,400 of those underground. Mr. Culley grew up in Boone County, Indiana, a rural area north of Indianapolis. He tells listeners that Boone Electric has always had a national reputation. Mr. Culley has been in the position for about 18 years. He replaced Roger Clark and Bob Alderson before him. Mr. Alderson served as Boone Electric's chief executive officer from 1977 to 2000, one of the longest-serving CEOs in Boone Electric history. Mr. Parry and Mr. Culley also discussed the June 18 food truck frenzy during the one-hour interview. The food truck frenzy will take place at Boone Electric headquarters on Rangeline:

In this episode of Healthy Mind, Healthy Life, we explore a radical shift in wealth thinking with Randolph Love III—founder of Shieldwolf Strongholds and host of the Entrepreneur Nudist podcast. Randolph breaks down the concept of the “Infinite Conceptual Bank,” challenging conventional financial systems and introducing listeners to tools for building personal wealth vehicles that are liquid, safe, and tax-favored. Through real-world examples, he connects financial literacy with mental wellness and outlines a new path for abundance rooted in mindset, vision, and strategy. About the Guest:Randolph Love III is a Chartered Financial Consultant, Certified IUL Master, and President of Shieldwolf Strongholds, a leading wealth protection firm. His podcast, Entrepreneur Nudist, ranks in the top 10% globally. He specializes in wealth-building strategies using life insurance vehicles structured for living benefits, helping business owners and families create lasting financial legacies. Key Takeaways: The “Infinite Conceptual Bank” is about turning your mindset into capital—an internal economy that compounds over time. Wealth is subjective: success depends on your lifestyle and how long it can be sustained without work. Safety, liquidity, and tax advantage are more important than high returns alone. Mindset is everything—scarcity thinking can collapse wealth even before market shifts do. Life insurance, when structured correctly, can offer living benefits that protect and grow wealth over generations. Connect with Randolph Love: Free Business Valuation or Estate Plan: Text HEALTHYMIND25 to +1-904-822-4262 Website: www.shieldwolfstrong.com Want to be a guest on Healthy Mind, Healthy Life?DM Me Here: https://www.podmatch.com/hostdetailpreview/avikTune in to all 15 podcasts: https://www.podbean.com/podcast-network/healthymindbyavikSubscribe To Newsletter: https://healthymindbyavik.substack.com/Join Our Community: https://nas.io/healthymind Stay Tuned and Follow Us:YouTube – https://www.youtube.com/@healthymind-healthylifeInstagram – https://www.instagram.com/healthyminds.podThreads – https://www.threads.net/@healthyminds.podFacebook – https://www.facebook.com/podcast.healthymindLinkedIn – https://www.linkedin.com/in/reemachatterjee/ | https://www.linkedin.com/in/avikchakrabortypodcaster #podmatch #healthymind #healthymindbyavik #wellness

In this bonus episode of The Drink, Kate Snow sits down with Oscar-winning actor Da'Vine Joy Randolph, who is celebrated for her standout performance in “The Holdovers.” Randolph opens up about her unexpected path to acting — how she once aspired to be an opera singer, only to be steered in a different direction after a surprising setback. She reflects on the pivotal moments that shaped her career, from her Broadway breakthrough to the exciting new projects she's taking on today.

In this important episode, David sits down with recipients of the 2024 Shine A Light on Antisemitism Civic Courage Award, Dr. Devin Randolph and Rabbi Dr. Meir Muller. Together, they discuss ways to combat prejudice, racism, and antisemitism by searching for the commonalities in Black and Jewish fights for freedom and liberation.  Dr. Randolph and Rabbi Dr. Muller encourage us to move away from black and white thinking and, instead, be vulnerable with each other, so that our human experiences may educate each other. Particularly in a post-October 7th landscape, the tension that may accompany Jewish education can create space for curiosity, support, and solidarity. Through historical and personal examples, this conversation explores the goal of promoting justice and understanding different perspectives.  This episode was produced by Dina Nusnbaum and Miranda Lapides. The show's executive producers are David Bryfman, Karen Cummins, and Nessa Liben. This episode was engineered and edited by Nathan J. Vaughan of NJV Media. If you enjoyed the show, please leave us a 5-star rating and review, or even better, share it with a friend. Be sure to subscribe wherever you listen to podcasts and be the first to know when new episodes are released. To learn more about The Jewish Education Project visit jewishedproject.org where you can find links to our Jewish Educator Portal and learn more about our mission, history, and staff. We are a proud partner of UJA-Federation of New York. 

In this episode of the I Fired My Boss podcast, host Dan Claps dives into the transformative lessons he's picked up from a handful of impactful business books. Dan shares insights from titles like Grinding It Out by Ray Kroc, The Outsiders, How to Make a Few Billion Dollars by Brad Jacobs, and That Will Never Work by Netflix co-founder Marc Randolph. The episode zeroes in on the Netflix story, particularly Randolph's revelation that true company culture isn't about perks like hot tubs and ping-pong tables—but about giving brilliant, creative people the autonomy to solve meaningful problems. Dan connects this idea to his own leadership journey in franchising, emphasizing the importance of crafting a culture of trust, autonomy, and alignment around a common mission.Dan also reflects on broader lessons for entrepreneurs, including the importance of starting before you feel completely ready. Drawing parallels between Netflix's foresight in pivoting from DVDs to streaming and his own path into water restoration franchising, Dan underscores how being in the business gives you clarity you can't get from the outside. He encourages listeners not to overanalyze potential future challenges but to dive in, learn, and adapt. Whether you're considering launching a business or are already deep in the game, this episode offers a grounded yet inspiring perspective on leadership, culture-building, and the value of action over hesitation.

Last time we spoke about the second Okinawa Offensive. In the brutal Second Okinawa Counteroffensive, American forces confronted staunch Japanese defenses, with Captain Ryan leading a valiant charge for territory. Despite fierce resistance and heavy casualties, his troops managed to seize crucial ground, enduring intense hand-to-hand combat atop Ryan Ridge. The battle raged on, with American forces fighting through exhaustion and dwindling supplies, while the Japanese, though determined, faced declining morale as they lost ground. The relentless struggle exemplified extraordinary sacrifice on both sides, but it foreshadowed a turning point in the Pacific campaign. As American advances continued, the tide shifted, marking the beginning of the end for Japanese dominance in the region, ultimately paving the way for Allied victory. This episode is the Battle of the Malacca Strait Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  After the failure of their second offensive, the Japanese turned all their energies toward waging a prolonged battle of attrition. Their losses did not impair immediately their defensive capacities; thus the 24th Corps found no weak point in the Shuri defenses resulting from the ill-starred offensive. By throwing fresh troops into the attack of 4 May Ushijima had been able to maintain his strength all along the line. Nor was there any breakdown in his command and staff operation. Front-line units were reorganized without seeming loss of effectiveness; available reinforcements were carefully allotted to existing regiments; local counterattacks were timed for maximum effect. General Ushijima's chief task now was to keep sufficient combat troops at the front to man his Shuri defenses. It was apparent by 7 May that the strength of the remaining regular infantry was not great enough for this task. Consequently, Ushijima converted service units into infantry combat groups. By mixing service troops with the "regulars," he exacted from them their maximum combat effectiveness. "One man in ten will continue with his rear-echelon duties. The remaining nine men will devote themselves to antitank combat training," one order stated. The reorganization of the 32d Regiment, 24th Division, was typical of the resourcefulness of the Japanese. The regimental headquarters received 5 men from the 24th Transport Regiment. The 1st Battalion kept its own surviving members and was allotted all the survivors of the 2d Battalion, 20 men from the 7th Shipping Depot, 90 from the 24th Transport Regiment, and y from the 26th Sea Raiding Squadron. The 2d Battalion was totally reconstituted from the 29th Independent Infantry Battalion and other units. The 3d Battalion was reorganized in a manner similar to that used with the 1st. It was by this process of piecing units together that the 32d Army was able to stay intact long after the original combat units had been virtually destroyed, a capability which at the time American intelligence officers found "baffling." After his offensive failed, the enemy formed a line in which the relative position of the major units was to remain roughly the same until the end of the battle. On the east the 24th Division, reinforced by two independent battalions, held the line as far as Shuri, with its 89th Regiment on the east, its 22d in the center, and its 32d on the west. The remnants of the battered 62d Division were stretched from a point north of Shuri almost to the west coast, holding about one-third of the line. Along the Asa River estuary was a battalion of the 44th Independent Mixed Brigade. The Japanese husbanded their remaining heavy weapons, especially their artillery, as carefully as they meted out their manpower. On 6 May the Japanese 5th Artillery Command directed its units to "revert to the [defensive] situation which held prior to the attack situation of 3 May." Once again the protection of individual pieces was a cardinal feature of enemy operations. Artillery units were ordered to "use ammunition with the utmost economy" and to "wait and fire for effect against vital targets." Along the west coast, preliminary plans were underway for the deployment of General Shepherd's 6th Marine Division to the front lines, while General Del Valle's 1st Marine Division continued its assault on the Dakeshi-Awacha hill complex. Colonel Snedeker's 7th Marines secured the coastal flank after capturing the north bank of the Asa River. Meanwhile, Colonel Arthur Mason's 1st Marines focused their efforts on the western approaches to the Dakeshi hill defenses, but they were ultimately repulsed by the tenacious Japanese defenders around Hill 60. In the Awacha Pocket, Colonel Griebel's 5th Marines faced fierce opposition, resulting in only modest territorial gains. To the east, after successfully fending off multiple strong enemy counterattacks, General Bruce's 77th Division advanced 800 yards south toward Hill 187, establishing control over the southern slope of the Maeda Escarpment. Finally, operations in General Arnold's 7th Division area were confined to robust patrols aimed at securing the approaches to Conical Hill and eliminating the remaining fragments of the failed Japanese counteroffensive. Convinced that the Japanese had nearly exhausted their fresh reserves, General Buckner began planning a comprehensive assault on the Shuri defenses with his two corps. On May 7, General Geiger was assigned to command the 1st Marine Division within the 24th Corps front and oversee the southern movement of the 6th Marine Division, with General Buckner taking direct tactical control of the two-corps assault. Heavy rains on the morning of 7 May delayed the projected IIIAC advance until tanks were able to negotiate the muddy terrain. In the 1st Marines' zone, the new regimental commander, Colonel Arthur T. Mason, ordered 3/1 to support the attack of the 2d Battalion on Hill 60 with all available weapons (four battalions of artillery, a fire support ship, and 81-mm. and 60-mm. mortars) by firing into the enemy reverse slope defenses. All morning long the regiment's mortars concentrated on the enemy position, and at 1400 when tanks finally reached the front lines the battalion attacked with Company E in assault. Artillery fire covered the foot of the objective while mortars and assault guns blanketed the crest and reverse slopes. The company swept to the top of Hill 60 by 1422 in a vivid demonstration of "the effect of properly massed, supporting fires in front of assault troops." Once the company entered the impact zone, however, and supporting fires were shifted to other targets the enemy defenders emerged from their caves and engaged the Marines in hand grenade duels. The fighting was at such close range that it was impossible to keep enough grenades on the line, and the marines used rifle butts against Japanese who tried to storm their position. Gradually the volume of Japanese fire of all types "grew noticeably stronger and progressively more intense so that it was evident that the enemy was receiving large reinforcements." The troops lost their hold at one point, then fought their way to the top again, yet the continuing Japanese fire from the reverse slope of Nan Hill was the decisive factor. The threat of a strong counterattack measured against the dwindling strength of Company E forced Lieutenant Colonel Magee to adjudge the company's advanced position untenable and to order a withdrawal to the previous night's lines. To the west, the 5th Marines steadily advanced approximately 400 yards in the Awacha Pocket, while the 77th Division gained up to 500 yards of enemy territory despite increasingly fierce resistance. By the end of the day, Colonel Coolidge's 305th Regiment had relieved the weary 307th. On the east coast, Colonel Green's 184th Regiment resumed its southward push, quickly capturing Gaja Ridge and William Hill, but faced greater opposition as they approached the western flanks of Conical Hill. Meanwhile, Colonel Pachler's 17th Regiment continued its assault toward Zebra Hill but could only secure How Hill and make incremental gains on Kochi Ridge, depleting their strength. The following day, as General Bradley's replenished 96th Division prepared to relieve the 7th, the 184th Regiment managed to occupy the forward slope of Easy Hill near Kibara without armored support. Throughout the rest of the 10th Army front, relentless cold rain effectively canceled planned offensive operations, leading the 1st Marines to focus on dismantling enemy positions on Nan Hill. Colonel Schneider's 22nd Marines took over from the 7th Marines along the Asa River just as news of the victory in Europe reached the infantry units, prompting a somewhat indifferent reaction from the rain-soaked soldiers preoccupied with the ongoing fighting in Okinawa. Exactly at 1200 every available artillery piece and naval gun fired three volleys at vital enemy targets to apprise the Japanese of the defeat of their Axis partner. On May 9, Japanese kamikaze pilots launched a series of scattered attacks, damaging the carrier Formidable and two destroyers. In preparation for Buckner's general offensive, the 22nd Marines patrolled their front to identify suitable crossing sites over the Asa River. Meanwhile, with Nan Hill fully cleared, Mason's 2nd Battalion renewed its assault on Hill 60, while the 1st Battalion advanced into the high ground to the east, successfully capturing their objective this time. Reinforced by elements of the 7th Marines, the 5th Marines also launched another attack on the Awacha Pocket but continued to encounter fierce resistance. In response, Griebel was tasked with reducing the Awacha defenses using two battalions, while Snedeker's reinforced 7th Marines pressed the offensive southward. To the east, General Bruce focused his efforts on the 305th Regiment's sector, resulting in the 3rd Battalion securing a foothold on Hill 187. The 17th Regiment, which had fought tenaciously to capture Kochi Ridge and the high ground west of Conical Hill, was relieved by Colonel Dill's 382nd Regiment. Concurrently, Colonel May's 383rd Regiment moved into forward assembly areas behind the 184th and on May 10, took over the positions north of Conical Hill. Both fresh regiments of the 96th Division were then able to destroy enemy strongpoints that had impeded the progress of the weary 7th Division and capture key hills that protected the approaches to Conical. On the west coast, after stealthily constructing a footbridge across the Asa during the night, three companies of the 22nd Marines successfully crossed the river. However, two Japanese "human demolition charges" emerged from hiding and rushed the south end of the footbridge, destroying it. Despite the challenges, the attack south toward the town of Asa continued, successfully establishing a bridgehead that stretched 1,400 yards long and 350 yards deep by the end of the day. To the east, the 1st Marines launched an assault on the western end of Dakeshi but were pushed back by intense enfilading fire from the ridge. Similarly, although the 7th Marines initially advanced rapidly against scattered opposition, they were ultimately forced to withdraw under heavy Japanese fire. Behind them, after fending off two fierce night counterattacks, the 5th Marines failed to isolate the Awacha Pocket but made significant strides, penetrating deep into the heart of the Awacha defenses. Meanwhile, the 305th Regiment captured additional high ground leading toward the crucial road junction north of Shuri, where the reorganized and reinforced 32nd Regiment had established its primary defenses. The remnants of the 62nd Division were gradually being withdrawn toward Shuri, with General Suzuki's fresh 44th Independent Mixed Brigade taking over the western sector. On May 11, General Buckner initiated his general offensive against Shuri, planning to envelop the town from both the west and east. However, this offensive was preceded by Admiral Ugaki's sixth mass Kikisui strike, during which 150 kamikazes launched successful attacks on American shipping. That morning, the 721st Kokutai's Sub-Lieutenant Yasunori Seizo led six kamikazes out of Kanoya. By 10:02, Admiral Mitscher was informed of possible bogeys infiltrating the returning TF 58 strike to reach the US carriers. Two minutes later came an overhead Corsair's sudden frantic warning: “Alert! Alert! Two planes diving on the Bunker Hill!” Almost immediately, Yasunori's Zero dove out of low overcast toward Bunker Hill and released its payload. The 550lb bomb pierced the flight deck, exited the side of the hull, and exploded above water. Simultaneously, Yasunori's Zero caromed into the center of Bunker Hill's flight deck, its gas tank exploding among 34 manned, armed, and fully fueled US fighters, before careening blazing over the side. One minute later, Yasunori's wingman Ensign Ogawa Kiyoshi roared past Bunker Hill, climbed steeply into a roll, and then dove straight at the carrier. Ogawa released his 550lb bomb, which scored amidships and exploded in the gallery deck, slaughtering much of Mitscher's staff. Simultaneously, Ogawa deliberately slammed his Zero into Bunker Hill's island just 100ft from Mitscher. Mitscher's operations officer, Commander Jimmy Flatley, had just left the gallery deck when Ogawa's bomb struck, searing his back. Mitscher had observed the entire attack in silence, and just then emerged from the bridge to gaze at the blazing flight deck. The Flag Plot was choked with billowing smoke and Mitscher's chief-of-staff, a gasping, wheezing Commodore Arleigh Burke, ordered it evacuated. A third Zero then dove on Bunker Hill, but anti-aircraft fire sent it blazing into the sea close aboard. Aboard Bunker Hill, a cascade of gasoline explosions erupted from burning planes aft, while tracers sprayed haphazardly from detonating machine gun ammunition. Speed fell to 10kts and as the crew began intensive firefighting efforts, a slight list developed. Cruiser Wilkes-Barre and three destroyers came alongside to fight fires and rescue 300 men forced overboard, yet most of Bunker Hill's fighter pilots had been asphyxiated in their ready room. By 11:30, however, damage was largely stabilized. Nevertheless, Bunker Hill had lost 393 men killed and 264 wounded. Although horribly outnumbered, the Americans' Corsair CAP shot down 50 attackers before the Japanese got through at 0800hrs. Over the next 90 minutes the two violently maneuvering destroyers would claim a combined 42 kills before Evans was disabled by four kamikaze hits. Minutes later Hugh W. Hadley was knocked out by her third kamikaze hit. With his ship dead in the water and blazing uncontrollably, Hugh W. Hadley's Commander Mullaney ordered all available colors hoisted: “If this ship is going down, she's going down with all flags flying.” Escorting the destroyers were three LCS(L)s and one LSM(R), who themselves combined to splash 14 Japanese planes before the action mercifully ended. All six ships survived, but the destroyers were towed to Kerama Retto, having suffered a combined 60 killed and 94 wounded. East of Okinawa, a G4M Betty bomber and four Ki-43 Oscars attacked RPS-5 at 0800hrs. One plane crashed destroyer-minelayer Harry F. Bauer (DM-26)'s stern, the kamikaze miraculously “plowing through the rack of depth charges and shoving them into the sea with none of them exploding.” Escorting LCS(L)-88 splashed two Oscars, the second scoring a posthumous 220lb bomb hit on her which killed nine and wounded seven. Back on the west coast, supported by tanks and artillery, the 22nd Marines advanced toward Amike. Their 3rd Battalion established control of the high ground overlooking Naha after an 800-yard advance, while the 1st Battalion gained the coral ridge in front after a series of costly assaults. The 2nd Battalion further extended the line to connect with the 1st Marine Division. Del Valle's advance was spearheaded by Mason's 2nd Battalion, which successfully secured a foothold on the high ground west of Wana despite a heavy artillery bombardment. In constructing the Wana position the Japanese had "taken advantage of every feature of a terrain so difficult it could not have been better designed if the enemy himself had the power to do so." With this natural advantage, the enemy had so organized the area that in order to crack the main line of resistance it was necessary for the 1st Marine Division to wheel towards Shuri and attack directly into the heart of the city's powerful defenses. Any attempt to drive past Shuri and continue the attack to the south would mean unacceptable losses inflicted by artillery, mortar, automatic-weapons, and rifle fire coming from the heights that commanded the division's flank and rear areas. The southernmost branch of the Asa Kawa wandered across the gently rising floor of Wana Draw and through the northern part of Shuri. The low rolling ground bordering the insignificant stream was completely exposed to enemy fire from positions along the reverse slope of Wana Ridge and the military crest of the ridge to the south. At its mouth Wana Draw was approximately 400 yards wide, but it narrowed drastically as it approached the city and the ridge walls closed on the stream bed. Guarding the western end of the draw was Hill 55, rugged terminus of the southern ridge line. The hill bristled with enemy guns whose fields of fire included the whole of the open ground leading to the draw. Defending the Wana position was the 64th Brigade of the 62d Division with remnants of the 15th, 23d, and 273d Independent Infantry Battalions, the 14th Independent Machine Gun Battalion, and the 81st Field Antiaircraft Artillery Battalion under its command. The 7th Marines advanced approximately 800 yards, establishing a firm hold on Dakeshi Ridge, while the 5th Marines eliminated the last organized resistance in the Awacha Pocket. In the center of the front, Bruce's two regiments needed to coordinate more closely with neighboring divisions than with one another. As a result, the 305th Regiment advanced up to 500 yards against fierce resistance, while Colonel Smith's 306th Regiment struggled to make headway against the formidable defenses of Chocolate Drop Hill and Wart Hill. To the east, after repelling a series of night counterattacks, the 382nd Regiment consolidated its positions on Zebra Hill and continued probing toward the Dick Hills area and the ridges northwest of Kuhazu. The 383rd Regiment quickly secured Easy and Fox Hills, subsequently capturing the summit of Charlie Hill. However, over the next two days, efforts by the 1st Battalion to dislodge the defenders from the top would be thwarted by withering fire from King Hill, while the 2nd Battalion cleared Gaja Ridge and the twin villages of Tobaru and Amaru. On May 12, Dill's 3rd Battalion executed a successful assault, capturing Baker Hill, although the 1st Battalion's attack on Dick Baker was repelled by the defenders. To the west, the 306th Regiment only provided support for the advance of the 305th, which faced difficult terrain in the broken ground west of Route 5, managing to gain about 500 yards. Meanwhile, the 7th Marines solidified their hold on Dakeshi Ridge against sporadic opposition, but the 1st Marines found themselves pinned down while trying to improve their positions west of Wana. The vulnerability of the 6th Marine Division to direct fire from the western slopes of the Shuri massif resulted in significant losses for Schneider's 2nd Battalion as it fought to seize the high ground overlooking Naha, ultimately being repelled from Sugar Loaf Hill. Meanwhile, the 1st Battalion advanced steadily in the center, capturing the high ground north of Asato, while the 3rd Battalion secured commanding positions and conducted patrols through the suburbs of Naha. At sea, scattered kamikaze attacks damaged Admiral Spruance's flagship, the battleship New Mexico, and inflicted further damage on two additional destroyers the following day. In retaliation, Mitscher directed Task Force 58 to strike Kyushu once again. Back on Okinawa, as Schneider's 3rd Battalion reconnoitered the northern suburbs of Naha, the 2nd Battalion launched another unsuccessful attack on Sugar Loaf Hill. In light of this resistance and the heavy casualties suffered by the 22nd Marines, Shepherd ordered Colonel Whaling's 29th Marines to reinforce the effort, but they could only position themselves northwest of Makabe. To the east, while the 1st Marines faced heavy losses and were repelled at the mouth of Wana Draw, the 7th Marines finally secured Dakeshi Ridge. In the center, the 305th Regiment continued its determined advance into the extremely rugged terrain north and northeast of Shuri, whereas the 306th Regiment once again failed to capture Chocolate Drop Hill and Wart Hill. Coordinated with this, the 382nd Regiment attacked the Dick Hills, successfully securing Dick Baker and Dick Able against light opposition, but ultimately being pushed back from the latter. Further east, May's 2nd Battalion launched a frontal assault on Conical Hill, successfully reaching the northeast crest of the ridge, where it repelled several heavy Japanese counterattacks. Back at sea, Task Force 58 launched another strike on Kyushu during the early hours of May 14. In response, the Japanese dispatched 28 kamikazes alongside 40 escorts, inflicting heavy damage on Mitscher's new flagship, the carrier Enterprise, in what would become known as the last action of the Gray Ghost.  At 05:25, some 28 Zeros, armed with 1100lb bombs, sortied from Kanoya towards Mitscher's carriers cruising 130nm southeast of Kyushu. 40 fighters escorted them. Around 06:45 Enterprise detected 4 incoming bogies. 3 were shot down over TF 58, but the fourth, flown by Sub-Lieutenant Tomiyasu Shunsuke, continued closing. Using clouds for cover, Tomiyasu approached Enterprise from astern. Already struck by flak, at 06:57 Tomiyasu's blazing Zero suddenly appeared 200ft above Enterprise, which erupted with anti-aircraft fire. Although seeming to have overflown his target, Tomiyasu suddenly snap-rolled his burning Zero onto its back and dove almost vertically into Enterprise's flight deck. Observing from Enterprise's exposed bridge wing, Flatley rushed back inside and shouted to take cover just as Tomiyasu's kamikaze hit. The thunderous explosion blew Enterprise's forward elevator 400ft in the air, rattled the carrier's bridge, and flung shrapnel against her island. As Flatley emerged from cover he observed an unsmiling Mitscher, arms crossed, standing amid the smoking wreckage. “Jimmy,” Mitscher growled, “tell my Task Group commanders that if the Japs keep this up they're going to grow hair on my head yet.” Enterprise remained on station, but her flight deck was out of action. TF 58 splashed 3 more planes before Japanese attacks ended at 08:00. That evening TF 58 retired from Kyushu. The following morning, May 15, Mitscher transferred to carrier Randolph, his third flagship in 5 days. Enterprise would detach for repairs in the United States on May 16, having lost 14 dead and 68 wounded. Her war too was over. Honestly for those of you who might not know, the USS Enterprise is the most decorated ship of all time, an absolutely insane history. She was so impressive, my patreons voted for me to do an exclusive episode on her and it took two full episodes to do. If you are interested in the history of the USS Enterprise, please check out my exclusive podcast. At Okinawa, as positions on Conical Hill were being consolidated, May's 1st Battalion renewed its attack on Charlie Hill, successfully securing a foothold at its northern end, which was later extended down the southern slope. Simultaneously, Company L launched an assault on King Hill, managing to capture the entire crest. To the west, Dill's 1st Battalion attacked and captured Dick Able and Dick Right, although they had to relinquish Dick Right after a vigorous Japanese counterattack. The 3rd Battalion also advanced toward Dick Right, establishing a tenuous hold on the position. Further west, the 306th Regiment committed its last remaining strength, a composite battalion, to advance beyond Wart Hill, but it was quickly cut down by overwhelming flanking fire. Similarly, the battered 305th Regiment made little progress in the rugged terrain. Meanwhile, the 7th Marines advanced to within 100 yards of the ridge crest north of Wana, where they were ultimately pinned down by heavy fire. Concurrently, the depleted 1st Marines launched an assault that captured the western tip of Wana Ridge, aided by tanks and artillery, though a fierce night counterattack forced them to withdraw before being relieved by the fresh 5th Marines. Along the coast, the 22nd Marines successfully pushed toward the north bank of the Asato River, but the main action was poised to occur at Sugar Loaf Hill. Though Schneider's 2nd Battalion successfully seized the forward slopes of the protective hills north of Sugar Loaf, including Queen Hill, they faced intense enemy fire whenever they attempted to maneuver around or over these hills to launch an attack on Sugar Loaf itself. Nevertheless, the Marines pressed on, and by nightfall, a group of about 40 men under Major Henry Courtney managed to storm the hill, throwing grenades ahead of them and subsequently digging in at the summit to withstand a night of heavy mortar fire and constant counterattacks. This attack was further supported by the 29th Marines, which, after overcoming initial hardships, secured the forward slopes of the hill northeast of Sugar Loaf. During the early hours of May 15, the embattled group atop Sugar Loaf gratefully welcomed the arrival of reinforcements, though it was not before Major Courtney heroically fell while leading a grenade assault against the defenders on the reverse slope. Despite the reinforcements, enemy pressure on Sugar Loaf intensified, ultimately forcing the battered Marines off the hill. This triggered a fierce Japanese counterattack across a 900-yard front, compelling Schneider's 2nd Battalion to relinquish the ground immediately north of Sugar Loaf. Fearing a breakthrough, elements of his 1st Battalion seized the hill northwest of Sugar Loaf to help blunt the force of the enemy counterattacks, while the 3rd Battalion relieved the exhausted 2nd across the line. Additionally, the 29th Marines not only played a significant role in repulsing the enemy counterattack but also effectively strengthened its hold on the high ground north of Half Moon Hill.  To the east, while the 7th Marines reorganized and cleared out Dakeshi, the 5th Marines launched their first tank-infantry assault against Wana Draw. At 0630 on 15 May the 5th Marines completed the relief of the 1st, and Colonel Griebel assumed command of the zone of action west of Wana. The 2d Battalion was in assault with the 3d in close support and the 1st in reserve. On the recommendation of the regimental and battalion commanders of both the 1st and 5th Marines, the division decided to subject the high ground on both sides of Wana Draw to a thorough processing by tanks and self-propelled 105mm howitzers before 2/5 attempted to advance across the open ground at the mouth of the draw. With Company F of 2/5 providing fire teams for protection against suicide attackers, nine tanks from Company B, 1st Tank Battalion spent the morning working on the positions at the mouth of the draw. The tanks drew heavy small-arms, mortar, artillery, and AT fire, and accompanying infantry was dispersed to reduce casualties. Because of the open area of operation, the fire teams were still able to cover the tanks at relatively long-ranges. Both sides of the draw were honeycombed with caves and the tanks received intense and accurate fire from every sector at their front. During the morning one 47mm AT gun scored five hits on the attacking armor before NGF silenced it. About noon the tanks withdrew to allow an air strike to be placed in the draw and then return to the attack in reinforced strength. Naval gunfire again silenced a 47mm gun that took the tanks under fire, this time before any damage was done. With the approach of darkness the tanks pulled out of the draw pursued by a fury of enemy fire. The 5th Marines, convinced "that the position would have to be thoroughly pounded before it could be taken," scheduled another day of tank-infantry processing for Wana Draw before making its assault. In the center, the battered 305th Regiment continued its relentless advance through the irregular terrain west of the main Ginowan-Shuri highway. Simultaneously, Colonel Hamilton's 307th Regiment finally relieved the exhausted 306th and launched simultaneous attacks on Flattop and Chocolate Drop Hill. The 3rd Battalion slowly maneuvered toward the northern base of the Drop and the north slopes of Flattop, while the 2nd Battalion advanced toward Ishimmi Ridge through the open highway valley. Concurrently, the 382nd Regiment supported the assault on Flattop with its own attack against Dick Hill, successfully capturing its crest but failing to cross the skyline. Meanwhile, the 383rd Regiment struggled to make progress against intense enemy fire from the hill complex southwest of Conical's peak, although some elements managed to advance up the northwest spur from King Hill amid thick mortar fire.  Now, it's time to shift our focus from Okinawa to the sea, where we will cover the last destroyer actions of the Second World War. At the beginning of February, with the Southwest Area Fleet staff isolated in the Philippines, Vice-Admiral Fukudome Shigeru formed the 10th Area Fleet to defend the shores of Indonesia and Indochina. The 10th Area Fleet was comprised of the remnants of the 2nd Striking Force. This consisted of the two converted battleship/aircraft carriers Ise and Hyuga, forming the carrier squadron, and the two heavy cruisers Ashigara and Haguro, forming the 5th Cruiser Division. Two more heavy cruisers, Takao and Myoko, were at Singapore where both had reached sanctuary after being badly damaged in the Battle of Leyte Gulf. Myoko had made one attempt to escape back to Japan in December 1944, but had been torpedoed by the US submarine Bergol on the 13th, and had then returned to Singapore. The cruiser Oyodo joined the fleet from February 5 to 20 and a fourth cruiser, Isuzu, joined on March 25 but lasted barely a fortnight before being sunk, on April 7, in a coordinated attack by the US submarines Charr, Gabilan and Besugo, with peripheral assistance from the British submarine Spark. In February Ise and Hyuga were also recalled and sailed on the 10th from Singapore, bound for Japan, carrying aviation spirit and other war materials. With such valuable cargoes the Japanese took great care to safeguard their passage and, by a combination of good luck and bad weather, both evaded numerous attacks by air and by submarine and reached Moji on the 19th. Haguro and Ashigara, and one old destroyer, Kamikaze, were now the only sizable warships left in the 10th Area Fleet to protect the troop evacuations. At this stage, the Japanese aimed to hold Java, Borneo, and Sumatra for as long as possible while planning their main defensive efforts in Malaya and Indochina. Consequently, they began withdrawing their garrisons from the outlying islands of the Moluccas, Timor, the Lesser Sunda Islands, and the scattered islands of the Panda and Arafura Seas. Anticipating a similar evacuation of Japanese garrisons in the Andaman and Nicobar Islands, Admiral Arthur Power's East Indies Fleet had dispatched destroyers on a series of anti-shipping sweeps in the Andaman Sea, successfully destroying several relief convoys. On May 10, Fukudome decided to commence the evacuation of the Andaman Islands, dispatching Vice-Admiral Hashimoto Shintaro's heavy cruiser Haguro and destroyer Kamikaze to deliver supplies to the islands and return with troops back to Singapore. Additionally, a secondary convoy consisting of one auxiliary vessel and one subchaser was organized to perform the same mission for the Nicobar Islands. As Allied intelligence uncovered these plans, Vice-Admiral Harold Walker's Force 61, primarily composed of the battleships Queen Elizabeth and Richelieu and four escort carriers, sailed from Trincomalee to intercept the Japanese ships. However, the Japanese were unwilling to risk a battle, and upon receiving an air reconnaissance warning, they returned to Singapore. Nonetheless, Walker decided to remain in the area, awaiting reinforcements in case the enemy regained the confidence to launch another sortie. On May 14, Fukudome finally resolved to carry out the evacuation again, this time first sending forward his secondary convoy to the Nicobars. This force managed to reach the islands unmolested during the day and successfully embarked 450 troops before setting sail for Penang, although they were later spotted by a patrolling Liberator. In response, Walker dispatched the 21st Aircraft Carrier Squadron and the 26th Destroyer Flotilla to conduct an air and sea sweep off Diamond Point aimed at intercepting and destroying the enemy. On the morning of May 15, some Avengers encountered Haguro and Kamikaze as they returned to the Malacca Strait. As Captain Manley Power's destroyers rushed to the area, three Avengers launched by the escort carrier Shah attacked Haguro with bombs in the afternoon, causing minimal damage that only compelled Haguro to alter its course eastward. However, this diversion effectively allowed the destroyer force to intercept Hashimoto's convoy during the night. As the flotilla closed in on the enemy during the early hours of May 16, Hashimoto reacted desperately by fleeing at full speed to the north, thwarting Power's carefully laid ambush. Soon after, however, Haguro turned to port, crossing paths with the destroyer Venus, which was closing in at full speed from the west. Surprisingly, Venus failed to launch its torpedoes, prompting Hashimoto to turn south and back into Power's trap.  Haguro's violent turn away changed the situation dramatically. Saumarez now found the enemy racing down towards her port side at a relative speed of nearly 60 MPH. Kamikaze, following astern of Haguro, passed so close in front of Saumarez from starboard to port that Captain Power had to swing his ship hard to starboard and back to port again to avoid her. Kamikaze passed very close down Saumarez' port side and was taken under fire by both main and close range armament. Opening with star-shell, Saumarez shifted fire to Haguro herself at 0108, the enemy replying with main and secondary armament. The two enemy ships could now be clearly identified from Saumarez' bridge, Haguro at about 5,000 yards and Kamikaze about 2,200 yards range. ‘We had a glimpse of the cruiser by starshell, but now it was dark. She looked pretty big and her direction easy to see by her bow-wave and wash. Inclination vague but obviously broad. I thought she was going very fast. Her side was shining like a wet wall, with the reflection of her own starshell from behind us, I think.' To Lt. Reay Parkinson, also in Saumarez, Haguro ‘seemed to tower above us like a sky-scraper and her guns were depressed to their lowest angle'. Haguro's fire was accurate and splashes from near misses drenched the bridge personnel, binoculars and sound-powered telephones. But, as Captain Power philosophically remarked, ‘if you are only getting wet there is nothing to worry about'. However, Saumarez was unfortunately not merely getting wet. At about 0111, when Captain Power was just considering turning to fire, ‘one boiler got hit. There was a lot of steam and smoke amidships and a sort of queer silence. The ship was obviously slowing down and I thought she was going to stop.' Saumarez' torpedo tubes had been trained to starboard, ready for the bow attack, with torpedoes angled to run 70° left. There was no time to train the tubes to port. Captain Power swung his ship to port ‘like a shotgun' and at 0113, as Saumarez was slowing down but still swinging hard to port, a salvo of eight torpedoes was fired at Haguro's beam, at a range of 2,000 yards. Still under heavy fire, Saumarez continued her turn to port to open the range, telegraphs being put to ‘Full Ahead' to get the utmost speed from whatever engine power remained. A minute after Saumarez' attack, Verulam made an unmolested attack from 2,000 yards on Haguro's port bow, firing eight torpedoes. Saumarez and Verulam were rewarded by three hits, shared between them  ‘very distinct, three gold-coloured splashes like a Prince of Wales' feathers, more than twice as high as her bridge'. Now Haguro was under fire from the destroyers and everywhere she turned there was another destroyer waiting. At 0125 Venus fired six torpedoes and scored one hit. Two minutes later Virago, ordered by Captain (D) to ‘Finish her off', fired a salvo of eight torpedoes and obtained two hits. She reported that the cruiser's upper deck was now awash. Missed torpedoes were racing all over the battle scene; in Venus, at the height of the action, the Engineer Officer and the Chief ERA in the engine-room actually heard the whirring sound of two torpedoes passing very close along the ship's side. Saumarez had retired some five miles to the north-west to collect herself and examine damage. The engine telegraphs were still at ‘Full Ahead', and Saumarez withdrew further than Captain Power had intended. Vigilant had been rather ‘left in the cold' and squeezed out by the other destroyers and was not able to attack until 0151 when she fired eight torpedoes, with one probable hit. Haguro was lying motionless in the water, in her last throes. ‘The rest of the flotilla were snarling round the carcass like a lot of starving wolves round a dying bull. I was too far away to make out what was going on and told them all except Vigilant (who I knew had torpedoes) to come away and join me, with a view to getting formed up and the situation in hand. Of course they did nothing of the sort. I should not have done myself.' Venus was ordered to ‘Close and make a job of it' and at 0202 administered the coup de grace with her two remaining torpedoes. At 0206 Venus signalled that the cruiser had sunk. Haguro had gone, in a position about forty-five miles south-west of Penang. Fifty miles away, Cumberland and Richelieu had had tantalising glimpses of starshell and lights but were too late to take part. Saumarez transmitted Vs for Victory and Captain Power signalled: ‘Pick up survivors. Stay no more than ten minutes.' Kamikaze sustained slight damage from the gunfire but managed to escape, returning the following day to rescue approximately 320 survivors. Nevertheless, over 900 Japanese soldiers lost their lives in the battle, including Vice-Admiral Hashimoto and Rear-Admiral Sugiura Kaju. While the evacuation of the Nicobar Islands was successful, the evacuation of the Andaman Islands proved to be a resounding failure. By the end of the war, with the food situation in the islands becoming critical, the Japanese committed several atrocities against the civilian population. This included the transportation of 300 so-called “useless mouths” to the uninhabited Havelock Island, off South Andaman, where all but eleven of them perished. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. During the intense Battle of the Malacca Strait, Japanese forces attempted a desperate evacuation, facing relentless Allied attacks. Despite fierce resistance, the Allies advanced strategically, leading to significant Japanese losses. Caught in critical confrontations, the Japanese ultimately succumbed, marking a pivotal moment in the Pacific war and shifting the tide toward Allied victory.

This week, Tommy is joined by Academy Award-winning actress Da’Vine Joy Randolph, who captured audiences with her breakout role opposite Eddie Murphy in DOLEMITE IS MY NAME. Randolph also starred in the acclaimed film THE HOLDOVERS earning numerous prestigious accolades including that Academy Award, a Golden Globe, and so many more. You also may know and love Da’Vine from her fan-favorite role in ONLY MURDERS IN THE BUILDING. Now she’s kicking some butt in the action thriller SHADOW FORCE (also starring Kerry Washington and Omar Sy) in theaters May 9th. Today, Da'Vine opens up about how winning her Academy Award has become a way for her to pay it forward, the pressure that comes after winning an Oscar, how she learned to find inspiration and motivation from within, why she believes that anxiety can sometimes be a gift if you listen to it, what made her want to join her first action movie, the one thing she believes is crucial to making an action movie believable, her #1 tip to kicking some butt, why Bradley Cooper is still at the top of her list to work with, the movie she wants to remake with him, how Hollywood constantly challenges her worth, what keeps her focused and able to persevere, filming the new season of ONLY MURDERS IN THE BUILDING, if she finally has more scenes with Meryl Streep, if her and Selena Gomez bust out a tune on set, why empathy allows us to feel more connected to one another, and so much more. Subscribe, rate, and review this episode if you enjoyed this conversation!See omnystudio.com/listener for privacy information.

Kellen Moore, the head coach, steps on a NFL field for the first time Friday as Saints open rookie camp, we chronicle his 2,400-mile journey from Prosser, Washington, to camp headquarters in Metarie, Louisiana, new Raiders RB Ashton Jeanty signs his $35.9M contract ($22.8M signing bonus), Chris Childs on why Boise State basketball remains a big part of his life - with thoughts on NBA playoffs, Bob catches up with USF football (post-spring camp) in Bronco Focus, first-hand report of Metallica's 'Enter Sandman' performance at Virginia Tech, OL Mason Randolph is No. 12 in our series of Most Important Players on the BSU football roster

Kellen Moore, the head coach, steps on a NFL field for the first time Friday as Saints open rookie camp, we chronicle his 2,400-mile journey from Prosser, Washington, to camp headquarters in Metarie, Louisiana, new Raiders RB Ashton Jeanty signs his $35.9M contract ($22.8M signing bonus), Chris Childs on why Boise State basketball remains a big part of his life - with thoughts on NBA playoffs, Bob catches up with USF football (post-spring camp) in Bronco Focus, first-hand report of Metallica's 'Enter Sandman' performance at Virginia Tech, OL Mason Randolph is No. 12 in our series of Most Important Players on the BSU football rosterSee omnystudio.com/listener for privacy information.

Girls are struggling with self-confidence younger than ever, but as moms, we have more power to help than we realize. In this episode, Whitney sits down with Leslie Randolph, a self-confidence coach for teens and tweens, about what's really going on beneath the surface. From the pressure of social media to that quiet inner critic developed early on, they unpack the subtle yet powerful ways confidence can be formed or chipped away.   With years of experience working with young girls, Leslie shares powerful insights into when and how self-doubt actually begins, and it's earlier than you think. She also breaks down the difference between confidence (built through experience) and self-confidence (rooted in belief without proof), and why this distinction is important when helping girls feel brave enough to try new things, especially in a world that often values perfection over progress.   Leslie also dives into what it looks like for moms to model self-confidence in real, honest ways. Sharing our own struggles, showing up authentically, and having open conversations with our daughters can make them feel safe and seen. If you've been wondering how to help your daughter feel more confident without the pressure to be perfect, this is one you won't want to miss.   Here's what you can look forward to in this episode: Understanding the patterns of doubts that form in teenage girls Buying things because of others vs. buying things because you want them How she helps girls connect with themselves and move to a place of true self-confidence Helping our kids when they speak poorly of themselves Giving kids the confidence to try new things How we, as moms, can model confidence for our kids Ways we can continue to genuinely connect with our teens Having conversations with our teens about not falling into the trap of social comparison Reflection question to ponder: How can I go first? How can I show, not tell?   **Calling Her In: **10 Soulful Journaling Prompts to Connect with your Future Self Join the waitlist for the next round of Season to Shift starting Fall 2025   Connect with Whitney: Instagram l Website l 5 Days to Less Stress, More Satisfaction l Tend to Your Soul Toolkit l Electric Ideas Podcast   Connect with Leslie: Instagram | Website | Podcast: Why Didn't They Tell Us?

Unlock the secrets to massive real estate profits with short sales! Join us on the Real Estate Entrepreneurs Podcast as we dive deep with the one and only David Randolph, a 15-year short sale veteran. David reveals how he consistently buys properties at deep discounts by working directly with homeowners facing foreclosure and negotiating with banks. Discover David's unique strategies, including his targeted direct mail approach to motivated sellers and his insider knowledge of how banks truly evaluate short sale offers (hint: it's not always about the appraisal!). Learn how to finance these deals using hard money (David even lends!) and the surprising truth about "wholesaling" short sales. Plus, with a potential surge in foreclosures on the horizon, mastering short sales now could be your key to incredible real estate opportunities. Ready to tap into this powerful niche? David shares alarming statistics about rising FHA loan delinquencies, signaling a coming wave of short sale possibilities. He's even offering a FREE two-hour short sale workshop for our listeners! Visit thedavidrandolph.com to learn more. Don't miss this game-changing episode!     #ShortSaleSecretsRevealed #RealEstateShortSales #ForeclosureInvestingTips #DavidRandolphExpert #BankNegotiationStrategies #DistressedPropertyDeals #REIPodcast #RealEstateInvestorTips #CreativeRealEstateFinance #DeepDiscountRealEstate #UnlockShortSaleProfits #ForeclosureOpportunities #RealEstateExpertAdvice #ShortSaleMastery #BankOwnedProperties #InvestmentRealEstateNow #ProfitableShortSales #RealEstateMarketShift #FutureOfForeclosures #REIDeals #ShortSaleStrategies #NegotiatingWithBanks #DistressedSellerSolutions #HardMoneyForREI #WholesalingShortSales #REIFinancingOptions #PropertyDeals2025 #InvestmentOpportunitiesNow #LearnShortSalesFree #TheDavidRandolphMethod #RealEstateWealthBuilding #FinancialFreedomThroughREI #SmartRealEstateInvesting #InsiderRealEstateTips #MaximizeREIProfits #ShortSaleBlueprint #RealEstateSuccessSecrets #ActionableREIAdvice #YourRealEstateEdge #MasteringShortSalesNow

How did William Randolph Hearst become a media giant who shaped public opinion through yellow journalism? The short answer? A silver spoon; AKA silver and gold mines owned by his parents. Join us as we follow “Willy the Worst” on his way to untold riches and influence!Sources:Thomas Lennon and Michael Epstein. “The Battle over Citizen Kane.” PBS, 1996.Nasaw, David. The Chief. Houghton Mifflin Harcourt, 12 Aug. 2013.Randolph, William, and Jack Casserly. The Hearsts : Father and Son. Niwot, Colo., Roberts Rinehart, 1991.

Will vs. Trust: Secure Your Legacy with Randolph Love III | The Entreprenudist Podcast   The Entreprenudist Podcast https://entreprenudist.com In this episode, Randolph Love III, ChFC®, CLU®, FLMI, CPCU—founder of ShieldWolf Strongholds—shares insights on the importance of estate planning and the roles of Wills and Living Trusts in securing your legacy with the residents of Lenox Cove Apartments in Jacksonville, Florida; orgaized by Trinisia “Trish” White of Project Access Resource Centers. Whether you're beginning your wealth-building journey or looking to protect existing assets, this discussion offers valuable considerations for your financial future. Explore Strategic Wealth Protection: Discover how ShieldWolf Strongholds can assist you with business exit planning, tax-free retirement strategies, and legacy building—all through a seamless, fully virtual process.

Comedian, actor, and licensed physician Ken Jeong stops by Studio 1A to co-host with Jenna for the day. The two are joined by Ken's good friend Nicole Scherzinger to catch up and celebrate her Tony nomination for ‘Sunset Boulevard.' Also, Da'Vine Joy Randolph joins to discuss her new movie ‘Shadow Force,' where she plays an undercover CIA operative. Plus, chef Edy Massih shares a delicious stuffed zucchini recipe.

We didn't have time to record a Thursday episode this week, but in its place we've got a recent episode of The Woke Files with Randolph talking to Dr. Apryl Alexander and breaking down the movie Sinners. We'll be back to our regular schedule next week.Join our Patreon at www.patreon.com/threeguyson for more content.--------------------------------------Music provided by Infrared Krypto.

We're celebrating a major milestone with the return of our very first guests: Kristen Mackey, Director of Arizona Combined, and Natasha Jerde, Director of Minnesota Blind. As Vocational Rehabilitation leaders navigate rising demands, shifting funding, and major structural change, Kristen and Natasha join us again to reflect on the post-pandemic landscape—and how it's testing directors like never before. From managing centralized services to sustaining staffing under fiscal strain, they share the real-world challenges that keep them up at night—and the strategies they're using to adapt. With transparency, persistence, and a mission-first mindset, these leaders dive into: ·       Navigating state and federal priorities ·       Responding to workforce volatility ·       Staying connected to data and purpose Their insights are a must-listen for anyone leading in today's VR environment. Tune in and be inspired to lead with clarity and resilience.   Listen Here   Full Transcript:   Natasha: Our program income is significantly dropping. The inflation, the cost of services. We've had four and a half and 5.5% salary increases with no additional state appropriations. So all of these things together keep me up every single night.   Kristen: We want job placements, we want employment, we want independence. If somebody's saying increase your job placements, fine, we can do that. It's how do we then take what they're giving us and make it not be a distraction, and we can mold to the thing that they want, but still do it at the base level.   {Music} Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today is Kristen Mackey, director of Arizona Combined, and Natasha Jurdi, director of Minnesota Blinds. So how are things going in Minnesota, Natasha?   Natasha: I think the Minnesota word for today is going to be interesting. It's interesting. How about I leave it at that and I'll talk a little bit more as we dive into the questions.   Carol: Awesome. That is interesting. I want to know about that. How about you Kristen? How's it going in Arizona?   Kristen: You know what? I think I might steal Natasha's word. There's so much happening. We're trying to keep managing and keep abreast of all of the changes that come out on the news and everywhere, trying to keep centered and just keep doing what we do to get the work done. It's been a lot of fun.   Carol: Well, I couldn't think of two better people to bring on because this is super exciting. This is actually our 50th episode of The Manager Minute, and I couldn't think of a better way to celebrate the milestone than by bringing back my two incredible guests from episode number one in May four years ago. It's so crazy. And back then I just laughed. We were diving into the world of post-pandemic VR. What's it gonna look like? How are we going to navigate all these changes? You guys were working on things like electronic signatures and how you equipped your staff, you know, to work remotely and all of that. So a lot has changed since those early days, and I'm excited to catch up with you both to see how far that you've all come. So just reflecting back to my time as a director, I remember many a sleepless night and Natasha can attest to that. I remember coming to a meeting like, I don't sleep at night and I keep a pad of paper by my bed. And it was so funny. I heard a director tell me they did the same thing. This was a month or so ago. They were like, you know, I keep this pad of paper by my bed because, you know, we were worried about so many things. There was WIOA implementation back then, and we had a less than stellar monitoring report and a financial picture that was super tough and it just wasn't very pretty. And so I kept that notepad because in the middle of the night was always my best thinking I'd wake up, I'm like, oh, I gotta write this down. And so I can remember in the morning. So I know now, four years later, from talking to you all last on the podcast, the pendulum has certainly swung in a new direction, and I'm really eager to see how things have evolved for the both of you. You know, like what's changed, what's stayed the same, and what lessons have you learned? So let's dive in. So, Natasha, will you kick us off and just give our listeners a little snapshot about yourself and the agency that you lead?   Natasha: Sure. So I have worked at State services for the blind since I was a baby intern 2008. I have been a deaf blind counselor, a supervisor, the director of our policy and program administration, and I became the director in August 2019. Our agency, we have about 140 staff across the state. We have a Voc Rehab program, an older blind program, our Randolph-sheppard program. But we also have a communication center where we do braille audio transcription and have a radio reading service. So we have a little bit of everything at State Services for the blind. We've grown a bit since 2019. Yeah, there's a lot of fun.   Carol: It is a lot of fun. Blind agencies are always near and dear to my heart. And since I came from Minnesota blind, Natasha knows that I just love that whole variety and all of the work. It's so fun. Kristen, how about you give our listeners a little snapshot about yourself and the agency that you lead?   Kristen: Sure. Similar to Natasha, I started as a VR counselor in the field transition. That was my first job in first entrance into VR. I moved into policy manager policy and then became the director of the Arizona Combined Unit in 2016. Arizona is combined and we are also under a safety net agency. All of the VR, IL OIB, BEP is in a division. That division is in a department. So our DSA is really rather large and we are kind of shuffled 3 or 4 deep down. So we have enterprise services, shared services, which makes things a little bit more difficult to manage than it was when I started the job, when we didn't have some of those other items. So it's been a learning lesson and trying to figure out how do we get done what we need to get done with all these people involved now.   Carol: Yeah, your structure makes me nuts. I'm just saying, full disclosure, but having gone on site with you and your team several times, I'm like, what? You have to always explain. We had DIRs and we have this other thing and all these different levels. I'm like, oh my Lord, I just don't even know how you do it. So I know there's been a lot of big changes since we spoke last, so I'm going to kick it to you first. Natasha, what are some of the biggest changes you've seen in your program since we last spoke?   Natasha: I was actually talking to one of my outreach coordinators, Lisa Larges, and she's like, I think you brought some bad juju because the timing when I started and then everything that happened since I started has just been wild. So since we last met, I've experienced a global pandemic, a civil rights movement that essentially started literally down the street and around the corner from our headquarters. A roller coaster ride of funding at both the federal and state level. We went from having too much to now we don't have enough. We have a new federal administration with very different priorities than we have seen before. We have settled into this new hybrid work, which isn't new anymore. It's kind of our new normal. It's just been, I think you name it, it has changed or it's different or it feels different or it looks different. I think the biggest question right now that we're all faced with is, in light of all of these changes and challenges and opportunities, how do we maintain the integrity of the program, continue to provide high quality services that get people into competitive careers and retain the staff that we have worked so hard to get. While these past few years that's been a focus of a lot of our agencies is how do we recruit? And now with everything happening, is all of that recruitment efforts going to go to waste?   Carol: You know what's kind of funny when you talk about that? Because I look back to when I started at SSB, you know, and so in 2013 I become director. You go at the very end of the year, I was the interim and then made permanent in 14. And you just go, okay, I thought I brought bad juju with me to because WIOA went into play and then we had all this wacky stuff going on. We owed all this money for the case management system. So now, you know, just hearing you, it's like, well, maybe it's just the cycle of the program. Like there is no spot in time where everything is ever just copacetic and all smooth sailing. I think it just continues on.   Kristen: I think that I really feel like that's so good to remember because I think you can in this position, you can take a lot of things like, oh my gosh, am I not doing this right? What skills don't I have? How am I not doing this, that or the other. And it just is a constant. Like it just changes constant. And you have to constantly readjust your focus and your priorities and your strategy. And so it's helpful to remember that our environment is constantly changing at state and federal level. And we just have to be able to manage and navigate and not beat ourselves up over it.   Carol: Oh, that's a super good point. Natasha's going to laugh at this, but I'm actually going to hold up so our listeners won't see it. But I still have my Strengths Finder. So we used to always do strengths Finder at SSB. I still have my top five strengths. And staff used to ask me one of them is adaptability. So my fifth strength was adaptability because people would be like, how can you just roll with the flow? Like you need to just tell like Central Office, we're not going to do that thing that they want for the legislative session. And I'd be like, okay, we're going to pick our battles. That is not the battle we're going to pick right now. We're going to answer the question they need, because the sooner you do that, you get that off your back and then you get back to your business and do your things. And so for me, it's easier because in me is adaptability. I've always been able to kind of go with the flow, whether administration changes or, you know, any of that, where that is more difficult for other people when you want things to be very set and it's hard for you to pivot and make that move. So, Kristen, what are some of the biggest changes you've seen in your program in the last four years?   Kristen: Wow. Well, as I indicated, the state was kind of in that move and shift to centralized services, you know, some of those shared service models. So, you know, it started with our training department and, you know, but we got to keep our policy and we got to keep our contracts and procurement. And the next thing you know, like air moves out and then, oh, we're going to move out all of your facilities management. And so slowly, piece by piece, the staff that you had working with. You have been now pulled to a different reporting structure and a different requirements to do their job. And so when, you know, we used to have a staff of like 500 people that were fully dedicated on board, directly connected with me, I had direct relationships with them. I was able to really work with them. And over the last five years, I've seen that direct connection and relationship with people fade out because those folks are no longer in those positions. They've graduated or moved to other things. They didn't stay within the agency. So, you know, within our VR program, IOB program, BEP, those program staff super dedicated and want to really fulfill the mission of the work in serving individuals with disabilities. And then we have all of our shared service team dedicated to their job to don't necessarily have the same focus on the mission and the outcome of serving individuals with disabilities. It's been very difficult to try to figure out how to play nice with them, because they got to do stuff for you, right? I need you to manage my budgets. I need you to manage my contract. But I also, you know, don't quite like the way you're doing it or you're not doing it fast enough or you're not following my vision for how that would work. So it's just been a real challenge to see how to grow and manage the different structures that are in play now.   Carol: I think you hit the nail on the head on that with that centralization, because it's happening across the country. I mean, we see it everywhere. Every director like just struggling as your people move out from under you, whether it's the IT, the HR, the whoever you had. And now they're centralized, which Congress allows. It was written in the rehab Act, like you can structure that way. But they lose that connection to the mission and what you're trying to do. So when you're doing that work sort of in isolation of what's the end game and how you impact, you know, the staff person having their computer so they can do the work with the customer. You don't see that urgency in it. So it's like, yeah, so we get to you in two weeks, you know, really need your computer or whatever. It's just hard. It makes the job so much harder. So I know not only those changes have happened, the financial landscape is shifting drastically for the VR program. How has this impacted your ability to serve individuals? And Kristen, I'll send it your way first.   Kristen: We've been fortunate in that Arizona with the formula grant. You know, we still receive a little increases every year. So the not getting the cost of living this last year was not as impactful as it had been to some other agencies. So I do, you know, knock on wood for that a bit. Now if that continues we're going to have another, you know, constantly evolving story there. We have had to take a look at for our cases. How do we spend more money faster. And that's been again the challenge of working with shared service opportunities is, well, they don't have capacity to put these contracts in place that I need in order to be able to spend the money that we have, right? We have been successful in keeping it in the VR bucket, but now we need to spend it on our consumers and our clients. But I need a contract to do that and don't have the resources or the capacity from that team to be able to put that out the door. So it's super challenging to know that you're sitting on money that you could spend and do a lot of good things with, but there's then that external factor of not having the capacity to put all of that together to get that money spent.   Carol: So you're in actually a pretty lucky position. You know, other people listening to this podcast are going, What? Kristen Mackey, you've got all this, you've got all this money. Because almost all the calls I get on a daily basis with my list of people all going on the order of selection, I keep a little sticky note, you know, and everybody calling and just frantic. They are literally like tapped out. There is no money, but yet you're trying to spend your money and you don't have the resources to really help you get some of the plans in place.   Kristen: It is challenging, but I feel fortunate that I'm challenged on that end of the spectrum versus the end, where there's not enough money or capacity or staff resources. One of the other pieces, too, is, you know, in this current landscape, budget wise, can't bring on as many people as we would like to, you know. Can't do all of the support services that we or support staff that we would like to. So downsizing your footprint, right? All of that, those are our major expenditures. And we're asked to shrink that. It creates a really kind of a nightmare for projection and and budgets all of that.   Carol: Oh, 100%. How about you, Natasha? How's the finances looking at SSB?   Natasha: It's getting tight. It's getting tight. We were on the other side of that a few years ago. We had more money than we could spend, and we used that as an opportunity to do things that we've always wanted to do or needed to do, and we never had the funding to do it, but we always did things that we could course correct quickly on them or aren't forever. So we didn't make a lot of permanent decisions with that money because the writing was on the wall. We knew that once the pandemic shifted, we were going to see an influx in applications. Inflation was already on the wall that prices were increasing. So we made some, I think, pretty strategic and smart decisions with the money we had and how we spent it. However, it's still tight because we are getting an increase in applications. The cost of services is increasing. We ended our order of selection September 2021. I have no desire to go back there for me. I don't even want to speak it out loud. I know it's an option. I know I may need to use it one day. I can't say never, but I don't think that is the best direction for us because people need our services just as much as before, if not more. And for individuals who are blind or low vision or deaf blind, there really aren't any comparable options available, at least in Minnesota. And we're here for a very specific reason. And so I have always said it's my responsibility to ensure that we can continue doing what we are here for. That may mean that services are going to take a little bit longer to get started. We are increasing our supervisory oversight. We have a ton of financial reports, which I'll talk about in another question that have helped us get ahead of sudden spikes that we're seeing so we can do those course corrections. This also may mean that we're not backfilling or we're freezing some of those positions for a little bit that aren't essential. I'm using the term we're going to freeze, flick or fill, and every position that's our litmus test will freeze it, meaning we don't need it right now. It's not essential for service delivery. We'll revisit this. Flick means you know what? This position really isn't serving its purpose anymore. Let's figure out a different way of doing the work or fill. And we've prioritized counselors and VR techs and anyone doing direct service provision. But it's also all of this is going to force us and continues to force us to find new ways of doing things, which I don't think is a bad thing. One of the goals I've put in place this year is that all of the extra noise. You know, that can happen when you're working in a state government agency. Things that pretty much distract you from what you're supposed to be doing. My goal is we don't do those things if it doesn't stem back to our mission and actually help people get jobs or live independently, we're not going to do it. And I told that to the commissioner's office. You can ask me all day long to do all of this extra stuff, but it's not serving a purpose for us. I'm sorry. I'm not going to do it. And they've been okay with it so far.   Carol: That's awesome. Until you get a legislative request that they need you to answer in ten minutes and analyze.   Natasha: Yeah, I can't say no to those. Yeah, all these extra work groups and task forces and let's do this and that. We got other things we gotta do.   Carol: So what's the biggest thing, Natasha, that's keeping you up at night right now? Because I know there's always something, something is niggling somewhere. What would you say is the biggest thing keeping you up at night?   Natasha: Well, I have a few, but the biggest one is that. So we're not a combined agency. We have a separate general agency and that separate general agency is an incredibly tight budgetary situation. I would go so far as to say they're in a budgetary crisis, and because match maintenance of effort and carry forward determinations are at the state level, not agency, it is very possible that their constraints will impact our funding. And specifically I am very worried are Carryforward is in jeopardy. And we had a scare where we had a very high chance of losing all of our carryforward this last end of the federal fiscal year. Because of those budgetary constraints, the general agency is doing workforce reductions and doing layoffs, and they have the same type of staff classifications that we do. And we are a union state, which means bumping, which means my staff are in jeopardy. And so I'm up every night between 2 and 3 a.m. thinking of ways that we can help in any way possible. Our program income is significantly dropping. I think I've heard other states experience something similar. The inflation, the cost of services. We've had four and a half and 5.5% salary increases with no additional state appropriations. So all of these things together keep me up every single night trying to figure out how do we sustain.   Carol: Now they're going to keep me up at night, too, because of course, I worry about you all. And of course, I really worry about SSB. So I always hold that near and dear to my heart. But oh man, that is a lot. But I know you instituted some things, though, between you and the general agency, just to make sure you guys were communicating better about those financial reports and such, didn't you? Like, what did you do?   Natasha: We have an amazing relationship. We review our federal reports together. I sat closely with the VA's fiscal team, walking through what I know about the fiscal processes, the federal regulations. That's something that Carol taught me very well. I understand it quite well. So we worked hand in hand. We've been doing that since October.   Carol: That's good. Good stuff. How about you, Kristen? What's keeping you up at night?   Kristen: We had a recent monitoring that monitoring. We get through it, Right? And, you know, you haven't always have an inkling of things that need to be fixed and things that we should address, right? And sometimes those get shuffled because priority is whatever. So we had the monitoring very much highlighted certain areas that we need to address and take care of. And one of those was our fiscal management and continue as managed outside of my direct staff and even two and three layers above me. So it's one of those concerns of like, I wonder what's going to happen next. I never quite know what the fiscal situation is going to be. Emails flying around, you know, I'll get an email at the end of the day and it's I need more information. What is this about? How did you come to this conclusion? Who was involved in making this decision? It's kind of just a plethora of items that, you know, any given night, and mine is usually between 3 and 4. Like, oh, wake up and go like, oh, shoot, that sticky note fell off the roster somewhere. I need to go and send that email or this project. We started it, but now it's like kind of hanging, languishing. I need to poke somebody about getting that back on the roll again. I don't know that it's one specific thing, but it's just kind of just the size of the job is not a 40 hour a week job. It is a all encompassing. I dream about work. I it wakes me up at night, you know.   Carol: Well, my newest trick with not having my notepad beside my bed, but I actually been waking up more just because I've had so many more phone calls. Things have been really crazy lately with our fiscal team and people just reaching out. And so maybe end of the day or, you know, people's time change, you could get a call from Guam. You know, it's a way different time. So people are calling all the time. So now at night when I wake up, I text myself, you know, a note like, just so I remember, like remember to get back to so and so tomorrow. So now I just am picking up my phone. I don't have the pad there anymore, but I had two messages from last night for today that I didn't want to forget.   Kristen: I sent texts because I don't put my work phone by my side, but I have my personal. So my work cell phone is embedded in my personal and I just send text to myself.   Carol: Yeah, my work and my personal are all together, so it makes it a little challenging. So I know we're going through an administration change on the federal level right now. And a lot of state administration, you know, that changes every four years to with governors, sometimes you keep a governor twice in a row, but a lot of times not. And it will bring these shifts in priorities and just all of this change. How do you guys navigate and adapt to those changes, whether it's on the state level or federal level, when you're approaching your work? And I'm going to kick that to you, Natasha, first.   Natasha: I think the biggest thing, at least for us, has been a lot of communication and transparency, not only with our staff, but our customers, our community partners and stakeholders in the face of unknowns. People look to steadiness and information even if you don't have a lot to share. The absence of information often speaks very loudly, and people will fill in the blanks, sometimes not in a way you want them to. So we are communicating frequently, even if we don't have information. People look to me, am I panicked or am I calm? And know if I am panicked, it will not be good. People feed off of that and so I am always calm. I am always just. I can't guarantee or promise anything, but I can say we're in this together and I remind everyone why we're here. We have a mission. As Carol knows, the mission is on the wall. We look at it frequently and nothing has changed. No matter what happens federally or at the state level, that mission has not changed. We have proved that during a global pandemic. VR agencies are adaptable, creative for us in Minnesota, SSB was one of the first agencies, if not the first, allowed to go back into people's homes and provide services. That's because we know how to do things quickly and strategically to respond to whatever comes our way. We don't wait for people to tell us what to do or how to do it. We take charge and we lead the way. And I feel that is how VR is across the country. We tend to be leaders in faces of crisis and urgency. We tend to step up when others don't.   Carol: Yeah, good advice. That's all good advice. Kristen, how about you? Because you've had major shifts. I mean, you've already alluded to this, this whole like take away your people. And that's been all shifts in the structure within the state government and such. You know we've got the federal different priorities. So how do you navigate and adapt to those changes in your work and for yourself, even, like how are you taking care of yourself through all this.   Kristen: Being able to adapt the work that we do? Natasha says that we have a mission. We have a very clear outcome that we have whatever side, whoever's telling you what they want to do or how they want to do it. You need to be able to mold what that strategy looks like so you can speak to it. And I always talk about it. It's a spin. I don't like the terminology of spinning, you know, for the sake of trying to hoodwink anybody or not be transparent. But at the end of the day, we want job placements, we want employment, we want independence. So if somebody's saying increase your job placements, fine, that we can do that. It's how do we then take what they're giving us and make it not be a distraction and we can mold, you know, whatever we're measuring to the thing that they want, but still do what we are doing at the base level. And so I do feel like that's really part of our job as leaders is to and Natasha spoke to this earlier is take that noise and then see how we can like get it to stop with us and push it back in a way that still supports the work we're doing, whatever comes to us in terms of work group where you need to measure this, or we want some kind of change in X, Y, or Z. Okay. I can give you this back that will meet your needs. And it doesn't change or distract from what I'm doing in our department or in our programs. I think it's just being flexible in your thinking, being able to not have to have a certain way of approaching things, because you got to understand what that landscape is. You got to speak the words that they're speaking in order to get them to listen to you and kind of play with you so that we can all get to the same end goal.   Carol: One thing I've seen from you, Kristen, just working with you these past years in my TA capacity is I'm like, I love your persistence because you've had to navigate this really tough, internal, weird structure. It just is weird. And you are super persistent in messaging. Okay. Like you send a message to this person, oh, I'm not the person. Okay, then who is the person? Okay, I'm going to go to this person and you will not let it go till you find till the end the little trail of crumbs you get to and you're like, all right, I'm finally getting to the person because I have to get this thing answered. Some people just give up. They're like, oh, I don't know. And then staff ask and you're like, well, I don't know. We don't know who's doing what. Oh not you, you. You don't let that happen.   Kristen: That is one piece of advice I give to people when they come on. This is a state government, federal government, there are all sorts of red tape, barriers, hoops. Everything will get in your way if you let it. You're going to have to be persistent. Don't get jaded with it. Don't give up. Just know that you're going to have to be persistent with getting to the thing that you want to get done.   Carol: So switching a little bit. There's a lot of different structures in hiring VR agency leaders. I mean, you can be a political appointee. You can be more of a career professional where maybe you have some protections, maybe it's not a full blown union, but you got something. And we've had 14 new directors in the last less than ten months. Again, 14 new directors in VR. You know, people don't always realize like, how does that and each of you represents a different bucket here. How does that distinction, whether you're a political appointee or you have a little more protection influence your agency. Kind of how you approach the operations and your decision making. And I'll ask you first, Natasha.   Natasha: I am a career professional. I'm the highest level you can go before you start hitting the politically appointed positions. So that means I get the privilege of bringing some stability to the agency. Granted, that doesn't mean I can't get fired or laid off, but I am not politically appointed. So when the administration changes, I don't change with it. So that means staff can expect some consistency, and they don't have to wonder who's going to be coming in now to shake things up with their own ideas and views. They know what my priorities and goals are. They know how I work and they know what to expect. And so I have the luxury of time to create a culture that will sustain anything that comes our way. I have the time to develop that succession plan, offer professional development and mentorship opportunities. But when I was thinking of this, I can see the value of Having fresh new faces, coming in with different perspectives and experiences, and that they may have a better idea for how we do things. You know, we talk about people who have been in the position for 30, 40 years. Is there some value to having that new life coming into an agency? So I recognize that being a career professional could also be a limitation of mine, which means that I really need to surround myself with people who think differently from me, and I can't get stagnant.   Carol: Yeah, that's a really good point. Although there are very few 30 year or 40 year career leaders in the VR program anymore, I think we got Diane Delmas out in Vermont and Greg Trapp, those are the two I always think of. Otherwise, boy, people have been coming and going pretty fast, but that is good advice because you can get a little stuck. Now, Kristen, you're on the other end of the spectrum because you are a political appointee.   Kristen: I am not a political appointee, but I am an at will employee.   Carol: Oh, you're an at will though.   Kristen: Yeah,.   Carol: So it's very similar. So you're an at will person, does that impact you at all, like in decision making or as you go about doing your job?   Kristen: Well, certainly. You think, you know, is this decision going to make me the scapegoat for something that goes south, right? So, you know, it does impact my thinking. I don't let it impact whether it's right or wrong. To do that is just my base. You know, you just have to have that gut kind of commitment to. This is what I said. It's the truth. I don't have any qualms about how I do the work or the transparency that I have in the work that I do. So keeping it all above board, hope that that serves you in the end. Natasha, you had a very positive outlook on new people coming in. In my tenure, I've experienced a lot of changes in different people at different levels coming in and not having any idea about the rehabilitation programs that we run. And so it is a kind of a continuing education of individuals who are coming and going to have them see the value of the programs and the way that they need to operate.   Carol: Yeah, I appreciate that. So let's look a little bit at kind of leveraging both of you like this leveraging your data. And we're kind of skipping around a little bit here. But how do you guys like to leverage data to inform your financial and programmatic decisions? Now remember we've got a lot of new directors. We have listeners out there that are they don't know we I get this question all the time. You know, we talk about data informed decision making. People are like, yeah, we talk about it, but what does that mean? And how do you really do it in practicality? So Kristen, what would you say do you have like an example or how do you like to best leverage data when you're looking at making decisions, whether programmatically or financially?   Kristen: Just because I have a little bit more programmatic data that I have access to and ability to manipulate, we really look at that in terms of, you know, when we're setting our annual strategic goals, what is our five year goal? Take a look at what have the last three years look like. You know what the percentage of increase or decrease is? How are we adjusting those things? Use the data to understand where are the gaps, what's not working, and something we expected the needle to move and it didn't. What's not working in that process. And so you know, what lever do we pull to say this is going to be quote unquote a countermeasure for that thing, and then measure that data over the next three, six months. And if there's a change, then we can kind of understand then did that work or didn't it work? I think far too often in our workforce we say, well, this is a problem, but we don't really have any data around it. Should we gather a ton of data for the program to being able to use that data to help inform what decisions or what changes to processes should we be making and how should we make those. And then we can track it to see did it make a difference or what difference did it make? And is it something we should replicate? Is it something we should pull back. So I really like to use our data from our program, you know, participant program data to inform our strategy on what we're going to be doing in the next 1 to 5 years.   Carol: I know before you have presented at CSAVR and showed like you had some really cool ways you were able to look at data and you did a lot of it by your region so you could start narrowing in, because you can have this tendency to go, oh, you look at the data broadly and then you're like, oh, we must have this problem everywhere. Well, you realized you had regions, you know, in your state you're like, well, why am I like spanking everybody? What we write, we need to focus over here.   Kristen: Yeah, we have those metrics. And it's a metric per counselor, per rehab tech, per purchasing specialist. That unit of counselors rolls up to the supervisor. The supervisor rolls up to the program manager. So I can drill down from a state level perspective to a region perspective. Is it a supervisor office problem? Is it a person problem? And that has really helped us understand. Also, where do we need to direct the energies and efforts in terms of making changes.   Carol: Yeah, I really like that. That was really good stuff. How about you, Natasha? What are you doing with leveraging data? Because I know that's in your wheelhouse, too.   Natasha: We actually hired within, like, the last year or so, a data analyst who is skilled in data visualization and being able to take a bunch of raw numbers and tell a story. And we have been working with her to develop not only the programmatic data, which we now have a ton of that we can look at, but also our fiscal forecasting and what's happening on a budgetary level. It is because of those reports which I am getting weekly, monthly and quarterly reports, depending on the nature that we were able to suddenly see this huge, unexpected spike in case services authorizations. Within just a month of it happening, we were able to drill in. What exactly is going on? What are the bucket items that are the red flags we were able to look at by staff member by region, and we found that our interpreters have gone up over 300%, which then led us down to, okay, what's going on with that? What's the story behind the data? We also are every week meeting as a fiscal team. So the three fiscal staff that I have and myself, we meet every single week. I am intimately involved in our federal reporting. I look at every single report that they put together before we submit our 17. We walk through it. I know where we're at with match. I know where we're at with maintenance of effort. I know exactly where our 15% set aside is, and I can tell you that every single month how we're doing and what issues we're going to be facing. And that's because we have the data. If a director never looks at data and doesn't know what's happening in their programs, they're not going to be able to spot issues. You have to know whether you're doing good or you're not doing good. You need to be able to catch those things.   Carol: Yeah. And unfortunately, you have many colleagues across the country. And I will come in and they're being told by like the DSA fiscal staff, hey, don't worry about it. We got it. And so there have been directors of programs of 150 plus million dollars, have never seen a budget report. Zero idea. So literally anything they want to do. Hey, can we send a staff to training? They're asking this group of fiscal people sitting over here because they don't even know what's in the budget. It is the most insane thing I've ever seen. So you really hit the nail on the head. Like, you have to have access and it is required in the law, in the act, in setting up the agency org structure, you have the sole responsibility over the allocation and expenditure of your funds. And how can you have that sole responsibility and not have any data that goes with it? So I preach. Natasha: I will say, data is if you have a legislative ask and you are requesting more funding, the stories are important, but they also want to see the data behind it.   Carol: 100%. And it can't be data that's changing by the day. Oops, we forgot this because I've seen people get burned on that as well. And then the legislators are going, okay, well, this data now is suspect, and I think they need a legislative audit report and review because what are they doing over there?   Kristen: From a data reporting perspective, like having historical data to the same reports they pull, they cannot keep changing the reports that you're changing the methodology of that. That was a lesson learned for us is we had to understand what data we were pulling, how were we calculating the numbers we were calculating. And now we have data since 2018, and we can tell when we've made any changes. And so then we can see what are our trends. What does that look like. How can we use that to help us predict in the future. So that was a lesson learned for me. We came in and it wasn't much in terms of data. We built some reports and then it was like, oh, but now we need to kind of be able to track, oh, well, this thing happened. And that's why maybe that spiked or dipped or we did this thing and here's the change we saw. So we were able to speak to that year over year as well.   Carol: Well super cool. So what advice would you guys have for other leaders out there? All the lessons you all have learned. We can try to read the tea leaves, like where is VR heading in the next few years? But what do you all think? Like what do you think where's VR going? And what advice would you have for other leaders? And Kristen, I'll go to you.   Kristen: I just think remain committed to the mission and the purpose of the programs that we have. we're here to serve individuals with disabilities. We'd keep that at the forefront. And, you know, I heard Natasha say to you, the mission is on the wall, right? We all have our missions. We all have our visions. Just don't let that get buried in all of the craziness that is happening and continue to be persistent. Carol mentioned the persistence. I think that is key. You don't let it drag you down. Don't let it burn you out. Just be persistent and know that all of the work that you're doing is for a good reason, good outcomes.   Carol: Good stuff. Natasha, I'm going to give you the last word.   Natasha: Don't get comfortable with how things are going right now. Speaking to what Kristen said earlier? Things will change, and probably for reasons completely outside of your control. And also remember that easy decisions aren't always the best decisions, and the best decisions aren't always the popular ones.   Carol: Well said. Very true. Well, I appreciate you both. Oh my gosh, I'm so excited to see what you all have done. You're two of my favorite directors. Don't tell the, don't tell the other directors that are listening.   Natasha: Yeah, cut that out, Jeff. Don't have that in there.   Carol: Thanks for joining me today. Sure appreciate it.   Kristen: Thank you.   Natasha: Bye.   {Music} Outro Voice: Conversations powered by VR, one manager at a time, one minute at a time, brought to you by the VR TAC for Quality Management. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts or wherever you listen to podcasts. Thanks for listening!

Schenita D. Randolph. Dr. Schenita D. Randolph is an Associate Professor at Duke University School of Nursing and Founding Director of the HEEAT Lab, which stands for addressing Health disparities through Engagement, Equity, Advocacy and Trust. A registered nurse for over 25 years, Dr. Randolph is advancing nursing science by using community partnerships to address the health inequities among Black Families living in the United States south. Her work has received national attention in the popular media and has been supported by public and private funders. She has publications in numerous journals including the New England Journal of Medicine and the Journal of the American Medical Association, that highlight population health and community engagement in education and research. She is a Fellow in the American Academy of Nursing which represent nursing’s most accomplished leaders in policy, research, administration, practice, and academia. She is a proud HBCU graduate of North Carolina Agricultural and Technical (A&T) State University. Dr. Randolph is dedicated to partnering with the community to develop culturally and socially relevant interventions that will advance health equity and improve health outcomes for minoritized communities. She is also committed to mentoring and supporting the next generation of nurse leaders and scientists. Company Description * The HEEAT Lab is an interdisciplinary team of researchers, clinicians, business owners, and community members who are dedicated to addressing health disparities through equity, engagement, advocacy, and trust. #BEST #STRAW #SHMSSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Schenita D. Randolph. Dr. Schenita D. Randolph is an Associate Professor at Duke University School of Nursing and Founding Director of the HEEAT Lab, which stands for addressing Health disparities through Engagement, Equity, Advocacy and Trust. A registered nurse for over 25 years, Dr. Randolph is advancing nursing science by using community partnerships to address the health inequities among Black Families living in the United States south. Her work has received national attention in the popular media and has been supported by public and private funders. She has publications in numerous journals including the New England Journal of Medicine and the Journal of the American Medical Association, that highlight population health and community engagement in education and research. She is a Fellow in the American Academy of Nursing which represent nursing’s most accomplished leaders in policy, research, administration, practice, and academia. She is a proud HBCU graduate of North Carolina Agricultural and Technical (A&T) State University. Dr. Randolph is dedicated to partnering with the community to develop culturally and socially relevant interventions that will advance health equity and improve health outcomes for minoritized communities. She is also committed to mentoring and supporting the next generation of nurse leaders and scientists. Company Description * The HEEAT Lab is an interdisciplinary team of researchers, clinicians, business owners, and community members who are dedicated to addressing health disparities through equity, engagement, advocacy, and trust. #BEST #STRAW #SHMSSee omnystudio.com/listener for privacy information.

Schenita D. Randolph. Dr. Schenita D. Randolph is an Associate Professor at Duke University School of Nursing and Founding Director of the HEEAT Lab, which stands for addressing Health disparities through Engagement, Equity, Advocacy and Trust. A registered nurse for over 25 years, Dr. Randolph is advancing nursing science by using community partnerships to address the health inequities among Black Families living in the United States south. Her work has received national attention in the popular media and has been supported by public and private funders. She has publications in numerous journals including the New England Journal of Medicine and the Journal of the American Medical Association, that highlight population health and community engagement in education and research. She is a Fellow in the American Academy of Nursing which represent nursing’s most accomplished leaders in policy, research, administration, practice, and academia. She is a proud HBCU graduate of North Carolina Agricultural and Technical (A&T) State University. Dr. Randolph is dedicated to partnering with the community to develop culturally and socially relevant interventions that will advance health equity and improve health outcomes for minoritized communities. She is also committed to mentoring and supporting the next generation of nurse leaders and scientists. Company Description * The HEEAT Lab is an interdisciplinary team of researchers, clinicians, business owners, and community members who are dedicated to addressing health disparities through equity, engagement, advocacy, and trust. #BEST #STRAW #SHMSSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

This episode is brought to you by "The Adventures of Ben and Travis and the Joy Rider" children's book. Preorder your copy today (https://www.benandtravis.com/store/p/joyrider). Ben and Travis are joined by Faulkner University's Phillip Randolph at Lads 2 Leaders Nashville to discuss the Jack Zorn Scholarship and the Faulkner Bible Department. The trio answer the Question of the Day regarding the Megladon and Little Green Men. www.faulkner.edu Links mentioned in this episode: Get our free ebook "28 Days of Focused Living" here: https://www.benandtravis.com https://www.facebook.com/groups/benandtravis Reframing Hope Book: https://www.benandtravis.com/books For extra content and material you can use for your family or ministry go to https://www.patreon.com/benandtravis Represent the show: https://www.benandtravis.com/store The Friday ReFresh: https://podcasts.apple.com/us/podcast/the-friday-refresh/id1611969995 Good Old Fashioned Dislike Podcast: https://podcasts.apple.com/us/podcast/good-old-fashioned-dislike/id1643163790 Co-Producers: Justin B., Doris C., Rhonda F., Scott K., Mary H. This podcast is hosted by ZenCast.fm

Welcome to Monsters on the Edge, a show exploring creatures at the edge of our reality in forests, cities, skies, and waters. We examine these creatures and talk to the researchers studying them.Joining us on this week's show:Shetan Noir is the current owner of Squatch GQ magazine llc and also a Michigan based Author and paranormal travel Journalist. She also teaches courses on the paranormal history of the great lakes and cryptozoology of North America at Owens community college and Kellogg community College. Shetan also teaches classes for University Magikus that is co-owned by Patti Negri.Shetan has written several books on cryptozoology and is working on more upcoming book projects. Her current book is The Hounds tooth cookbook, Bone Arfp'etit! The marvelous misadventures of teagun gray (Teagun gray meets bigfoot) Shetan has also written Flying creatures of the Midwest, Beyond mothman! In 2018, she wrote Lake monsters and odd creatures of the great lakes.She is the active managing head writer and owner of *Squatch GQ magazine, *Cryptozoology Digest magazine, *Into the Liminal Abyss paranormal magazine (Paranormal, ufology, high strangeness), *Dinosauria and prehistoric creatures magazine, *Rockhound and prospector magazine. Shetan has been a contributing writer in the past to Supernatural magazine. She specializes in paranormal travel destinations and legend trip investigations.Shetan Noir is also a cryptozoology researcher and has spent 25 years researching the Paranormal and Cryptozoology fields. Her fascination began with lake monsters at an early age when she first learned about the Loch Ness monster, then hearing reports of lake monsters in her own state of Michigan. Her research has since grown to include Michigan's own Dogman and Nain Rouge, Bigfoot and ghost hunting. Shetan Noir is currently the lead investigator for the Michigan chapter of the North American Dogman Project, and also runs the paranormal investigation team of Michigan center for unexplained events and phenomenon.She is available to do book signings for her three current books,(1) Lake monsters and odd of the great lakes.(2) Flying cryptids of the midwest, beyond mothman!(3) The marvelous misadventures of Teagun Gray, Teagun vs. BIGFOOT.Shetan noir has been on many expeditions for cryptozoology in Michigan, Pennsylvania Minnesota, Ohio, Vermont, New York, Tennessee, North Carolina, Shetan has also done paranormal investigations at Randolph county insane asylum, Detroits 6th precinct, Graestone Manor, Historic Hoover house, Gettysburg, Historic Scott county jail.Sasquatch GQ Magazinehttps://www.amazon.com/stores/Squatch-GQ-magazine-LLC/author/B0BNWHN44J?ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=true&ccs_id=60cf4b1e-fed6-4f98-b7f2-2a0845803b08Shetan on Amazonhttps://www.amazon.com/stores/Shetan-Noir/author/B00BBO6VJI?ref=sr_ntt_srch_lnk_1&qid=1742744241&sr=8-1&isDramIntegrated=true&shoppingPortalEnabled=true&ccs_id=348559f7-778f-4c73-af10-2c3d2332e6d3Click that play button, and let's unravel the mysteries of the UNTOLD! Remember to like, share, and subscribe to our channel to stay updated on all the latest discoveries and adventures. See you there!Join Barnaby Jones each Monday on the Untold Radio Network Live at 12pm Central – 10am Pacific and 1pm Eastern. Come and Join the live discussion next week. Please subscribe.We have ten different Professional Podcasts on all the things you like. New favorite shows drop each day only on the UNTOLD RADIO NETWORKTo find out more about Barnaby Jones and his team, (Cryptids, Anomalies, and the Paranormal Society) visit their website www.WisconsinCAPS.comMake sure you share and Subscribe to the CAPS YouTube Channel as wellhttps://www.youtube.com/channel/UCs7ifB9Ur7x2C3VqTzVmjNQ

In this episode of the I Fired My Boss podcast, host Dan Claps dives into the transformative lessons he's picked up from a handful of impactful business books. Dan shares insights from titles like Grinding It Out by Ray Kroc, The Outsiders, How to Make a Few Billion Dollars by Brad Jacobs, and That Will Never Work by Netflix co-founder Marc Randolph. The episode zeroes in on the Netflix story, particularly Randolph's revelation that true company culture isn't about perks like hot tubs and ping-pong tables—but about giving brilliant, creative people the autonomy to solve meaningful problems. Dan connects this idea to his own leadership journey in franchising, emphasizing the importance of crafting a culture of trust, autonomy, and alignment around a common mission.Dan also reflects on broader lessons for entrepreneurs, including the importance of starting before you feel completely ready. Drawing parallels between Netflix's foresight in pivoting from DVDs to streaming and his own path into water restoration franchising, Dan underscores how being in the business gives you clarity you can't get from the outside. He encourages listeners not to overanalyze potential future challenges but to dive in, learn, and adapt. Whether you're considering launching a business or are already deep in the game, this episode offers a grounded yet inspiring perspective on leadership, culture-building, and the value of action over hesitation.

A Loop office tower developer is planning a restaurant on Randolph. Crain's reporter Ally Marotti talks about the move with host Amy Guth.Plus: Bears' Arlington Heights stadium push hits "significant milestone," Baker Tilly merging with Moss Adams to create sixth-biggest U.S. accounting firm, developer pitches 30-story apartment tower for Fulton Market site and Thoma Bravo buys Boeing digital businesses for $10.6 billion.

#Actors #MichelleRandolph and #AminahNieves discuss the #1923 series finale and saying goodbye to their characters.#Celebrity #interview #TonyToscano #ScreenChatter #HarrisonFord #HelenMirren #TaylorSheridan #Yellowstone #YellowstonePrequel

On this edition of “All INdiana Politics,” The state revenue forecast released Wednesday shows Indiana taking in $2.4 billion less over the next three years than had been forecast in December, when lawmakers prepared to create a fiscal budget for the next two years.Lawmakers said they will try to avoid cutting the most critical services to close a multibillion-dollar revenue gap.A small school corporation in Randolph and Henry counties is one step closer to dissolution following the Senate's approval of a plan to overhaul property taxes.Two members of Indiana's best political team on Friday said they suspect lawmakers will find a way to avoid cutting K-12 funding to close a revenue gap.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

South Adams would win their home opener over Randolph Southern 13-3. Ed Thurman on the call.

We are finally finishing this book! Magnus gets to meet his dad, who sounds hot. We get the big reveal of this book -- X is actually Odin, and was this whole time. Manasa doesn't like this plotline. She also got X confused with Halfborn for half of this book. Erin sees herself in Odin's love for a good PowerPoint. He walks us through the prophecy line by line (probably with crappy PowerPoint animation). Magnus meets up with Annabeth again, and then the book ends on quite the cliffhanger, where we see Randolph and Loki scheming. We discuss our overall thoughts on this book (hint: they're positive!) and wrap up with some final thunder bolt questions for Sword of Summer. SUPPORT US ON PATREON: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/camphalfpod?fan_landing=true⁠⁠⁠⁠⁠⁠⁠⁠SUPPORT US ON KO-FI: ⁠⁠⁠⁠⁠⁠⁠⁠https://ko-fi.com/camphalfpod⁠⁠⁠⁠⁠⁠⁠⁠SEND US AN AUDIO MESSAGE: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.speakpipe.com/Camphalfpod⁠⁠⁠⁠⁠⁠⁠⁠JOIN OUR DISCORD: ⁠⁠⁠⁠⁠⁠⁠⁠https://discord.gg/gzHYsUbdgr⁠⁠⁠⁠⁠⁠⁠⁠MERCH: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.zazzle.com/store/camphalfpod

Join the conversation with C4 & Bryan Nehman.  Gov. Moore wants the Maglev in MD.  C4 & Bryan discuss Gov. Moore's op ed in The Baltimore Sun.  Stephen A Smith for President, hey it could happen.  More updates on the Trump tariffs.  Attorney Randolph Rice joined C4 & Bryan in studio to provide an update in Rachel Mornin trial.  People love Luigi Mangione.  Freddie Gray 10 years later.  Listen to C4 & Bryan Nehman live weekdays from 5:30 to 10am on WBAL News Radio 1090, FM 101.5 & the WBAL Radio App.

Welcome to Paranormal Spectrum, where we illuminate the enigmatic corners of the supernatural world. I'm your host, Barnaby Jones, and today we have a very special guest joining us:Shetan Noir is the current owner of Squatch GQ magazine llc and also a Michigan based Author and paranormal travel Journalist. She also teaches courses on the paranormal history of the great lakes and cryptozoology of North America at Owens community college and Kellogg community College. Shetan also teaches classes for University Magikus that is co-owned by Patti Negri.Shetan has written several books on cryptozoology and is working on more upcoming book projects. Her current book is The Hounds tooth cookbook, Bone Arfp'etit! The marvelous misadventures of teagun gray (Teagun gray meets bigfoot) Shetan has also written Flying creatures of the Midwest, Beyond mothman! In 2018, she wrote Lake monsters and odd creatures of the great lakes.She is the active managing head writer and owner of *Squatch GQ magazine, *Cryptozoology Digest magazine, *Into the Liminal Abyss paranormal magazine (Paranormal, ufology, high strangeness), *Dinosauria and prehistoric creatures magazine, *Rockhound and prospector magazine. Shetan has been a contributing writer in the past to Supernatural magazine. She specializes in paranormal travel destinations and legend trip investigations.Shetan Noir is also a cryptozoology researcher and has spent 25 years researching the Paranormal and Cryptozoology fields. Her fascination began with lake monsters at an early age when she first learned about the Loch Ness monster, then hearing reports of lake monsters in her own state of Michigan. Her research has since grown to include Michigan's own Dogman and Nain Rouge, Bigfoot and ghost hunting. Shetan Noir is currently the lead investigator for the Michigan chapter of the North American Dogman Project, and also runs the paranormal investigation team of Michigan center for unexplained events and phenomenon.She is available to do book signings for her three current books,(1) Lake monsters and odd of the great lakes.(2) Flying cryptids of the midwest, beyond mothman!(3) The marvelous misadventures of Teagun Gray, Teagun vs. BIGFOOT.Shetan noir has been on many expeditions for cryptozoology in Michigan, Pennsylvania Minnesota, Ohio, Vermont, New York, Tennessee, North Carolina, Shetan has also done paranormal investigations at Randolph county insane asylum, Detroits 6th precinct, Graestone Manor, Historic Hoover house, Gettysburg, Historic Scott county jail.Sasquatch GQ Magazinehttps://www.amazon.com/stores/Squatch-GQ-magazine-LLC/author/B0BNWHN44J?ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=true&ccs_id=60cf4b1e-fed6-4f98-b7f2-2a0845803b08Shetan on Amazonhttps://www.amazon.com/stores/Shetan-Noir/author/B00BBO6VJI?ref=sr_ntt_srch_lnk_1&qid=1742744241&sr=8-1&isDramIntegrated=true&shoppingPortalEnabled=true&ccs_id=348559f7-778f-4c73-af10-2c3d2332e6d3Click that play button, and let's unravel the mysteries of the UNTOLD! Remember to like, share, and subscribe to our channel to stay updated on all the latest discoveries and adventures. See you there!Join Barnaby Jones on the Paranormal Spectrum every Thursday on the Untold Radio Network Live at 12pm Central – 10am Pacific and 1pm Eastern. Come and Join the live discussion next week. Please subscribe.We have twelve different Professional Podcasts on all the things you like. New favorite shows drop each day only on the UNTOLD RADIO NETWORK.To find out more about Barnaby Jones and his team, (Cryptids, Anomalies, and the Paranormal Society) visit their website www.WisconsinCAPS.comMake sure you share and Subscribe to the CAPS YouTube Channel as wellhttps://www.youtube.com/channel/UCs7ifB9Ur7x2C3VqTzVmjNQ

Welcome to Mythicast 120. Today, we have a special guest. Erik Angel is a Mythic Earth Marauder and a super fan! We discuss lots of Mythic Earth topics like Dragon Scale Trees and upcoming events. We discuss the forthcoming Force Starter event in May (31st) at our HQ in Randolph, New Jersey. Enjoy, and catch you on the next episode!https://www.kickstarter.com/projects/1514619081/heroes-of-mythic-americas?ref=clipboard-prelaunch

On the latest episode of Bingeworthy, host Mike DeAngelo heads back into Taylor Sheridan territory with the second and final season of “1923”, the Yellowstone prequel that brought new layers of trauma, tragedy, and grit to the Dutton family tree. This time, the fight for legacy grows more urgent as Jacob (Harrison Ford) and Cara (Helen Mirren) hold down the homestead, while Spencer (Brandon Sklenar) races home from across the globe. But some of the most painful blows come from closer to home—especially for Michelle Randolph's character, Elizabeth, who endures brutal loss and finds herself unexpectedly alone by the series' final moments.Spoiler alert: we're diving into the Season 2 finale.Joining the show to reflect on Elizabeth's powerful final scenes, Michelle Randolph opened up about the emotional and physical toll of the role, the empowering transformation of her character, and how she found strength in the pain in the final episodes.

On this episode of Reel Insights, Sean Tajipour, the Mayor of Nerdtropolis, chats with 1923 stars Michelle Randolph and Aminah Nieves for a fun and heartfelt chat. The duo opens up about what their characters would be like in modern times, living in places like Boston and Texas, and how they've both been inspired by veteran actors on set.Michelle shares touching advice she got from Helen Mirren, while Aminah talks about falling in love with horse riding — and how it's turning her into a full-on “horse girl” in Texas. They also discuss downtime on set, failed knitting attempts, and why Taylor Sheridan is a true genius.Don't miss this charming conversation with two of TV's rising stars.

Send us a textEpisode 539"Actors Michelle Randolph ("Landman", "1923) and Aminah Nieves ("1923").Michelle Randolph (1923 and Landman) and Aminah Nieves (1923) join me talk their characters Elizabeth Strafford and Teonna Rainwater. Their characters have been through so much. We talk about that, Michelle's character in "Landman" and much more.Welcome, Michelle Randolph and Aminah Nieves.www.mmcpodcast.com#1923 #landman #1923tv #1923season2 #taylorsheridan #podcast #interview #yellowstone #yellowstonetv #1883 #wildwest #western #harrisonford Reach out to Darek Thomas and Monday Morning Critic!Instagram:   / mondaymorningcritic  Facebook:   / mondaymorningcritic  TikTok:   / mondaymorningcritic  Mondaymorningcritic@gmail.com

Bill Lindeke says there is no trash emergency in St Paul. Pay no attention to Mayor Carter's declaration of a state of emergency. We talk about disagreement over the future of a piece of land that Mayor Carter and the city's trash hauler say must be used for a garbage truck staging facility. We talk about why the council sided with neighbors who say the city should stick with the plan to designate the land for housing at the site on West 7th and Randolph near the Mississippi River. Then we check in on St Paul politics in a mayoral election year. Finally, we talk about the persistence of transportation resentment in local politics.Watch: https://youtube.com/wedgeliveJoin the conversation: https://bsky.app/profile/wedge.liveSupport the show: https://patreon.com/wedgeliveWedge LIVE theme song by Anthony Kasper x LaFontsee

From 04/01 Hour 4: Randolph Childress joins The Sports Junkies to break down the Kevin Willard drama.

04/01 Hour 4: Randolph Childress Joins The Junkies - 1:00 Huge Celebrity Was Spotted Taking The NYC Subway - 20:00 Happy April Fool's Day - 32:00

0:00 ... Ross hello, welcome, and introduces the gang ... 1:14 ... Ross dedicates episode #150 to Zach "Zeebo" Randolph, who wore #50 in his long NBA career. 1:24 ... Ross live commercial read for BetOnLine ... 2:02 ... Bruce introduces tonight's guest, Lakers reporter Ryan Ward 2:40 ... Ryan shares his thoughts on the "Running Point" series on MAX that is based on Lakers owner Jeanie Buss 3:58 ... "World B" points out how streaky the Lakers have been in March and Ryan shares his thoughts on how the team goes on "Benders" at times and remains a puzzle as to how far they're capable of going in the playoffs. 6:11 ... Ross asks what the biggest difference is when LeBron is on the floor vs. when he is not.  Ryan has a great analytical point about how the spacing is affected when LeBron is on the floor. 8:10 ... Ross points out that when Luka Doncic is running the offense, there is better motion in LA's offense and Ryan points out how LeBron causes the motion to stop when he has the ball at the top of the key. 9:50 ... Bruce asks Ryan whether LA has what it takes to win key games down the stretch and secure the #2 seeding in the west.  Ryan feels they do not.  He is concerned that the Lakers could fold quickly in the playoffs. 11:53 ... LA has really struggled on the road this season and Ryan points out that the Lakers had three straight "back to back" road games and sometimes they were guilty of playing down to the level of their opponents. 13:55 ... Bruce points out that Austin Reaves has been an outstanding "third wheel" with LeBron and Luka and Ryan explains how he continues to amaze and will be relied upon heavily in the playoffs.  Ryan sees comparisons between Reaves and Hall of Famer Manu Ginobili. 16:40 ... Ross asks Ryan how much LeBron's endorsement has meant to Reaves' development. 17:46 ... Rookie Dalton Knecht has been impressive after returning to the Lakers after having his trade to Charlotte rescinded.  Ryan doesn't really understand how coach JJ Redick is using him and thinks they may trade him again if they can get a quality big man in return. 19:39 ... The guys discuss JJ Redick's coaching job in his rookie year.  Ryan likes his intensity, passion, and intelligence. 21:09 ... Ross and Ryan discuss Redick's readiness to coach well in the playoffs. 22:52 ... LeBron James has been acting out lately with battles against ESPN's Stephen A. Smith and Brian Windhorst ... Ryan feels there is a "Wrestlemania" element to the whole thing.  Especially when LeBron did it on the Pat McAfee's show. 25:37 ... Bruce feels LeBron acted like a bully in his comments about Windhorst and Ryan feels like Stephen A. came out on top in this situation.  Ryan loves how Mike Wilbon also checked in with his thoughts on the whole thing. 28:11 ... Ross has two quick hitters about LeBron's positive comments on Giannis Antetokounmpo and also asked Ryan if he and LeBron ever locked horns over something Ryan wrote or said. 30:20 ... Bruce offers Ryan some advice on how he can mix it up with LeBron and make worldwide news if there is ever beef between them. 31:18 ... Ryan tells everyone how to find him on social media and shares an update on his "Jello Jigglin" podcast. 32:14 ... Show reset and discussion of the Boston Celtics, who won their 9th straight game on Monday night.  They appear to be peaking at the right time and are ready to flip the switch.  Bruce credits head coach Joe Mazzulla with guiding the team through a long season and giving his reserves lots of minutes so they can contribute in the postseason.  World B cautions that the Celtics starting lineup has not been as dominant as we expected. 38:08 ... Ross expands the discussion on how Boston's bench has stepped up and how it bodes well for the postseason.  Bruce points out the value of veteran Al Horford and what a luxury it is that Boston has him. 38:24 ... The Taylor Jenkins firing is a head scratcher and Bruce is angry that the Grizzlies GM has not really given a good explanation as to why it was done.  Bruce is concerned how the lack of information about the firing casts a cloud over Jenkins since some may suspect him of "shenanigans" when there may not have been any.  World B feels like the Grizzlies team has tailed off badly in the second half of the season. 41:37 ... Ross wants Suns owner Mat Ishbia to hire Jenkins as the lead assistant for Mike Budenholzer and run the offense in Phoenix. 42:43 ... The Milwaukee Bucks are a hot mess with Damian Lillard out indefinitely ... Bruce thinks former head coach Adrian Griffin might be laughing at the situation he left behind since he was fired with a 30-13 record last season and the Bucks have been pretty "meh" since then, winning just 59 of 113 games.  None of the guys feel the Bucks are capable of winning a playoff series at this point. 46:16 ... Breaking news!  PJ Tucker is signing a 2 year deal with the Knicks and will be a steady veteran presence.  Ross has high praise for PJ whom he worked with in Phoenix and called PJ "the new Taj Gibson.". 47:03 ... The guys recap the Sunday night Pistons/Timberwolves brawl and discuss the Pistons and their "Bad Boy" culture.  World B has had enough of the fake "tough guy" act from Isaiah Stewart.  Bruce initially thought there would not be any suspensions as a result of the brawl but Ross disagreed and Bruce was convinced and changed his mind. 53:22 ... The guys make their choices for the college hoop championship ... Ross and World B like Houston and Bruce likes Auburn. 54:15 ... Ross says goodbye ... TRT 54:30                

ACF Church Sermon Podcasts

  Do your clients know how versatile life insurance can be? Educate them about tax advantages and other ways life policies can help save money in the long run!   Read the text version   Contact the Agent Survival Guide Podcast! Email us ASGPodcast@Ritterim.com or call 1-717-562-7211 and leave a voicemail.    Resources: Diversify Your Insurance Portfolio & Reap Rewards: https://lnk.to/asg651 Secure a Bigger, Better Business with Ancillary Products: https://ritterim.com/blog/secure-a-bigger-better-business-with-ancillary-products/ Signs It's Time to Expand your Insurance Portfolio & Make the Move: https://ritterim.com/blog/signs-its-time-to-expand-your-insurance-portfolio-and-make-the-move/  The Advisor Approach: Cross-Selling by Fact-Finding: https://lnk.to/PFzk9L The Top 5 Products to Sell During Medicare's Lock-In Period: https://ritterim.com/blog/the-top-5-products-to-sell-during-medicares-lock-in-period/#med-supp-underwriting-guide   References: Lambert, George D. “A Look at Single-Premium Life Insurance.” Investopedia, Investopedia, https://www.investopedia.com/articles/pf/05/singlepremlife.asp. Accessed 17 Mar. 2025. “Estate Tax.” IRS, Internal Revenue Service, https://www.irs.gov/businesses/small-businesses-self-employed/estate-tax. Accessed 17 Mar. 2025. Reynolds, Paul. “Estate Taxes: Who Pays? And How Much?” Investopedia, Investopedia, https://www.investopedia.com/articles/personal-finance/120715/estate-taxes-who-pays-what-and-how-much.asp. Accessed 17 Mar. 2025. Wells, Sara A. “IRS Announces Increased Gift and Estate Tax Exemption Amounts for 2025.” Morgan Lewis, 24 Oct. 2024, https://www.morganlewis.com/pubs/2024/10/irs-announces-increased-gift-and-estate-tax-exemption-amounts-for-2025. Brooks, Ashlyn. “Is Life Insurance Taxable?” Bankrate, 11 Feb. 2025, https://www.bankrate.com/insurance/life-insurance/life-insurance-taxes/. “Life Insurance & Disability Insurance Proceeds.” Internal Revenue Service, IRS, https://www.irs.gov/faqs/interest-dividends-other-types-of-income/life-insurance-disability-insurance-proceeds. Accessed 17 Mar. 2025. Gudema, Jonathan. “Understanding Probate: A Comprehensive Guide to the Probate Process.” Planned Giving Marketing Trusted Authority | Official Site, 12 Mar. 2025, https://www.plannedgiving.com/understanding-probate-a-comprehensive-guide-to-the-probate-process/. Randolph, Mary. “What Assets Must Go through Probate?” Www.Alllaw.Com, All Law, 6 June 2023, https://www.alllaw.com/articles/nolo/wills-trusts/what-assets-go-through-probate.html.   Follow Us on Social! Ritter on Facebook, https://www.facebook.com/RitterIM Instagram, https://www.instagram.com/ritter.insurance.marketing/ LinkedIn, https://www.linkedin.com/company/ritter-insurance-marketing TikTok, https://www.tiktok.com/@ritterim X, https://x.com/RitterIM and Youtube, https://www.youtube.com/user/RitterInsurance       Sarah on LinkedIn, https://www.linkedin.com/in/sjrueppel/ Instagram, https://www.instagram.com/thesarahjrueppel/ and Threads, https://www.threads.net/@thesarahjrueppel    Tina on LinkedIn, https://www.linkedin.com/in/tina-lamoreux-6384b7199/  Not affiliated with or endorsed by Medicare or any government agency. 

Bomani Jones is joined by Howard Bryant of ESPN and Meadowlark Media to talk about some historic College Basketball moments with March Madness underway. Bo and Howard start off by talking about some pop culture scandals including Lionel Richie wife being arrested (1:17), Al Green shooting himself (5:08) and Tiger Woods infamous incident in 2009.(6:56) They move onto some classic March Madness stories like John Thompson's Georgetown team being a phenomenon, (14:03) Randolph Childress' historic performance (22:38) and Steph Curry's tourney run with Davidson. (26:48) They round out the show by discussing how long it took for LeBron James and Dr. J to win their first NBA title (35:06) and comparing the NFL today vs the 1980's. (46:22) . . . Subscribe to The Right Time with Bomani Jones on Spotify, Apple or wherever you get your podcasts and follow the show on Instagram, Twitter, and Tik Tok for all the best moments from the show. Download Full Podcast Here: Spotify: https://open.spotify.com/show/6N7fDvgNz2EPDIOm49aj7M?si=FCb5EzTyTYuIy9-fWs4rQA&nd=1&utm_source=hoobe&utm_medium=social Apple: https://podcasts.apple.com/us/podcast/the-right-time-with-bomani-jones/id982639043?utm_source=hoobe&utm_medium=social Follow The Right Time with Bomani Jones on Social Media: http://lnk.to/therighttime Subscribe to Supercast for Ad-Free Episodes: https://righttime.supercast.com/ Support the Show: Discover faster, more reliable search with Perplexity today. Download the app or ask Perplexity anything at perplexity.com! https://pplx.ai/bomani-jones Learn more about your ad choices. Visit megaphone.fm/adchoices

3.24.25, ESPN Analyst, Randolph Childress joins the Kevin Sheehan Show to discuss Maryland going to the sweet sixteen after winning at the buzzer against Colorado State.

3.24.25 Hour 3, Ben Standig from The Athletic joins the Kevin Sheehan Show to discuss Maryland's huge win at the buzzer against Colorado State to make the sweet sixteen and what the Commanders could do in the NFL Draft. ESPN Analyst, Randolph Childress joins the Kevin Sheehan Show to discuss Maryland going to the sweet sixteen after winning at the buzzer against Colorado State.

We preview original classical music compositions written by Vermont students for a Music-COMP concert next week. Plus, what's behind the financial shortfall hampering Randolph's Gifford Medical Center, lawmakers consider a bill to provide emergency financial relief for Vermont's largest health insurer if its money woes worsen, the Vermont Senate approves legislation giving financial incentives to people who take care of seriously ill family members at home, lawmakers also advance a proposed constitutional amendment further protecting Vermonters' rights to organize and collectively bargain, the University of Vermont announces its next president, and we preview UVM's game against NC State in the opening round of the NCAA women's basketball tournament in our weekly sports report. 

From 03/03 Hour 4: Randolph Childress joins The Sports Junkies to discuss the top college basketball headlines.

03/03 Hour 4: Randolph Childress Joins The Junkies - 1:00 Nats And Orioles End Dispute Over MASN Deal - 21:00 Ovechkin Nets Another Goal Over The Weekend - 30:00