Podcasts about Ray Kroc

Australian rock band TROPICAL F*** STORM comes through and plays a ripping set in the Best Show Theater! They chat with Tom about their band, Australia and more! Actor BEN EBERLE from The Food That Built America talks with Tom about playing Ray Kroc, Tom's favorite new clip from the show, and much else! AP Mike is sick, so of course, Tom asks him to re-record some of his most iconic lines for the sound collage board. Tom's frenemy NATHAN GELGUD returns to the show to inevitably get a rise out of both Tom and YOU, the Best Show Listener! Open Phone Tuesdays, with a heartfelt update from Mike in Minneapolis, callers both familiar and new. All in all, a truly great show! SUPPORT THE BEST SHOW ON PATREON! WEEKLY BONUS EPISODES & VIDEO EPISODES!https://www.patreon.com/TheBestShowWATCH THE BEST SHOW LIVE EVERY TUESDAY NIGHT 6PM PT ON TWITCHhttps://www.twitch.tv/bestshow4lifeFOLLOW THE BEST SHOW:https://twitter.com/bestshow4lifehttps://instagram.com/bestshow4lifehttps://tiktok.com/@bestshow4lifehttps://www.youtube.com/bestshow4lifeTHE BEST SHOW IS A FOREVER DOG PODCASThttps://thebestshow.nethttps://foreverdogpodcasts.com/podcasts/the-best-showHEARD IT ON THE BEST SHOW PLAYLISThttps://open.spotify.com/playlist/2XIpICdeecaBIC2kBLUpKL?si=07ccc339d9d84267See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Ray Kroc turned McDonald's from a single roadside restaurant into a system built to scale. At 52, after decades selling paper cups and milkshake machines, he opened the first McDonald's in 1955 and helped grow it to nearly 8,000 restaurants worldwide. This Outliers episode breaks down how standards, execution, franchising, and real estate created a business machine built to last. ----- Approximate Timestamps: (00:00) Introduction (01:46) Turning Dreams Into Action (10:05) The Multimixer (15:51) America's Roadside Revolution (22:58) Building the Machine (32:14) What Ray Kroc Really Built (43:12) Epilogue: Grinding it Out ----- Upgrade: Get a hand edited transcripts and ad free experiences along with my thoughts and reflections at the end of every conversation. Learn more @ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/membership ------ Newsletter: The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ------ Follow Shane Parrish: X: ⁠⁠⁠⁠⁠⁠https://x.com/shaneparrish⁠ Insta: ⁠https://www.instagram.com/farnamstreet/⁠ LinkedIn: ⁠https://www.linkedin.com/in/shane-parrish-050a2183/⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

SummaryIn this powerful episode of the John Gardena Classroom, host John C. Grdina emphasizes the importance of taking action and pursuing one's gifts and calling. He opens with a haunting quote about the graveyard being the richest place on earth, filled with unfulfilled dreams and untapped potential. Grdina challenges listeners to confront their fears and distractions that hold them back from realizing their true potential. He shares the contrasting stories of Ray Kroc, who acted on his vision for McDonald's, and another businessman who hesitated, ultimately leading to a life of regret. Through these narratives, he illustrates the cost of inaction and the necessity of stepping out of comfort zones to make a meaningful impact in the world.Grdina provides practical steps for listeners to take immediate action towards their dreams, whether it's starting a business, writing a book, or launching a podcast. He encourages them to identify their gifts, take one actionable step today, and commit publicly to their goals. The episode concludes with a motivational call to action, urging listeners to stop waiting for the perfect moment and to embrace the journey of growth and learning that comes with taking risks. Grdina's passionate delivery and relatable anecdotes serve as a reminder that the world is waiting for their unique contributions, and the time to act is now.Keywordstake action, pursue your gifts, Ray Kroc, overcoming fear, personal growth, motivation, John Gardena, entrepreneurship, self-improvement, regretTakeawaysThe richest place on earth is the graveyard, filled with unfulfilled dreams.Fear and distraction prevent us from taking action on our gifts.It's better to have tried and failed than to have never tried at all.Every successful person started messy; they acted despite their fears.God expects you to use your talents and gifts to make an impact.Sound bites"The richest place on earth is the graveyard.""Your family suffers. The world suffers.""The world is waiting for what's inside of you."Chapters00:00 Introduction: The Importance of Taking Action00:59 The Graveyard of Unfulfilled Dreams02:54 The Stories of Ray Kroc and the Hesitant Businessman05:24 The Cost of Inaction06:50 Practical Steps to Take Action09:34 Final Call to Action: Embrace Your Gifts

What happens when an entire company learns to see its work as a system? In this episode, Travis Timmons reveals how his team uses Deming-inspired pre-work, collaboration, and the Red Bead Experiment to make their offsite energizing and impactful. It's a practical, engaging look at how clarity and shared purpose can transform improvement efforts and build a happy workplace. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio-based practice specializing in the integration of physical therapy and personalized wellness. For 13 years he's built his business on Dr. Deming's teachings. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one. The topic for today is bringing systems thinking to your next team off-site. Travis, take it away.   0:00:41.5 Travis Timmons: Hey Andrew, great to be with you again. And, yeah, looking forward to sharing a little bit about how we're preparing for our next annual team meeting. And focus for this meeting is going to be, well, a little back story, we had three of our newer leadership members attend some Deming learning, some Deming education. And the biggest comeback, the biggest aha moment they had was they now better understood what I meant by the system view and systems thinking, which got me thinking, boy, it would be great if more of our team fully understood what the system meant, how to visualize it, and then how that further dives into the Deming System of Profound Knowledge. So that's what we've been working on. Our offsite is January 30th, so about a month away. We're about six weeks into preparation for that, kind of going back and forth on what needs to be in there. And the biggest thing, the first exercise, they're going to have homework to do coming into the meeting. We're going to have them kind of diagram what they think the system is. What is the Fitness Matters system? And we're going to prime them a little bit.   0:01:51.7 Travis Timmons: We're going to be doing it via a fishbone chart is the method we've decided to do that with. So, yeah, very excited about that. And it's a great way to get the team working on the work together and making sure they have an appreciation, as Dr. Deming would say, an appreciation for the system. And if you don't know what the system means, it's hard to appreciate it. So, trying to make more team members understand that.   0:02:14.7 Andrew Stotz: And what you're describing, I think is like pre-work that you're asking them to do?   0:02:21.1 Travis Timmons: Yes, yeah. So we'll have we've been spending the last few weeks on making sure we get the right questions in there because we want them to come in prepared but not feel like it's overwhelming or not feel like it's too heavy, if you will. But we want them to do the work so that they can come in and we can dive deeper once we get into some of the teachings and making the visible system of what everything looks like for them. So, that's kind of what we're working on.   0:02:49.1 Andrew Stotz: Did you guide them on, "Here's a fishbone chart, here's how to use it," and then, "Here's the system"? Or do you want them to just understand the fishbone chart and how to use it, and then, "Okay, don't talk to anybody else, you come up with what your vision of the system is"?   0:03:05.0 Travis Timmons: Yeah, so we have a total of seven locations. So what we are going to put in the homework is a one-page definition on what a fishbone is, how to use it and maybe pre-fill in a few of the primary bones, if you will.   0:03:20.3 Andrew Stotz: Yep.   0:03:20.8 Travis Timmons: Just to give them a primer. But we do hope they work together around the lunch tables and the break rooms, and the local leadership will be there to kind of guide them. Because that's where a lot of the collaboration and culture starts to happen and continues to build. So yeah, there'll be some learning about what is a fishbone, how to use it, because several have probably not used one before. And then we'll prime it a little bit, but then we want them to work on it, kind of kind of work, struggle a little bit to see, like, "All right, what's been invisible to me that happens behind the scenes, and it just happens." And make sure that then we can kind of dive deeper into when we say somebody has a good visit at Fitness Matters, how does that happen? And it's everything from first contact to insurance, to in the clinics, to how they pay their bill. So, just making sure that somebody understands what piece of the puzzle they play and then how it all works together. So we don't have silos, is one of the things we try to avoid, having silos within the organization.   0:04:25.8 Andrew Stotz: So, just so that the listener and viewer can implement what they're learning from you just to be clear. So, you're giving them the fishbone chart, teaching them about it, maybe filling in some of the main bones, as you said. And then just to be clear, you talked about them discussing things. Are you saying when you're working on your fishbone, talk to others about it and try to figure that out together?   0:04:51.7 Travis Timmons: Yeah.   0:04:52.5 Andrew Stotz: Okay.   0:04:52.6 Travis Timmons: Yeah, we want them collaborating and there's going to be people who wear different hats in our company. Some are physical therapists, some are Pilates instructors, some are client care coordinators, some are billing managers. So it'll be interesting to see what they bring to the table. And part of it is we don't want them to struggle. We want to kind of prime the pump, but we also want them to see the big picture. So that's why we're doing the fishbone methodology is so we can see it when we get to the actual team meeting. And then we're going to work with them on, then you can do fishbones of individual processes or individual pieces of the system.   0:05:33.1 Andrew Stotz: And, I mean, the reason why I'm asking this is because something like a system, for some people, they understand it, but for other people, they'll just get lost. And then what they bring to the meeting is not really some deep thinking on the topic, but, "Here's my best idea of what you meant."   0:05:50.1 Travis Timmons: Right. Right. Yeah, and we assume like some people may not have the opportunity based on how their schedule works to do much interaction and collaboration, others will have more. It'll be interesting to see what each location comes up with. Our hope is it's similar because we do spend time with the onboarding process talking about Dr. Deming, but we don't currently have a full fishbone diagram in our onboarding manual, for example. And that might change after this offsite. We might add that. You might find that that's a very good idea.   0:06:23.8 Andrew Stotz: Okay, so you got them working on their pre-work, which is the systems thinking, lay out your system in a fishbone chart. What's next?   0:06:35.0 Travis Timmons: So they'll have about two and a half weeks to work on that, heading up to the team offsite. And then we have a four and a half hour agenda for the team offsite. And first part of the phase is we're going to have them break out into groups, six groups. We have a total of 50 people there. So, six tables, and we're going to have each of them with posty notes. We're going to have the fishbone, like the bones there, and they're going to use posty notes to kind of fill in the system. That'll kind of be activity one. We're going to talk about what their learnings were from the homework, what were their aha moments or things they hadn't considered or complexities they didn't realize existed. Talk about that for about a half hour, 45 minutes. And then we're going to take a little break and come back and Kelly Allen's going to be there. He's going to walk our entire team through the red bead experiment, which is one of my favorite in-person Deming exercises. So we're going to go through the Red Bead experiment. And if people don't, that's probably too long of a conversation to explain what that is on this conversation, but opportunity there then to show where there are kind of defects in the system, if you will. So the big thing we're working on for this team offsite beyond system view is how do we improve arrival rate? So what arrival rate is in our industry is how many of our scheduled visits, whether it be for personal training, Pilates, physical therapy, how many of the scheduled visits show up? So a lot that goes into why do they show up? Are they scheduled appropriately? Do they understand their billing? Do they have a good experience? Is it easy to do the scheduling? So that's what's going to be our example of a red bead in the Red Bead experiment. So yeah, going to spend about an hour on the Red Bead experiment. And then myself and our director of operations are then going to, at the end of the red bead, when Kelly debriefs what we just saw happen and people feel the angst of people that, you know, put the paddle in and keep pulling out red beads, even though they were offered bonuses and they just can't quite do it. Talk about how that correlates to our system.   0:08:55.9 Travis Timmons: What are our red beads and what can we impact within the system to have a positive impact on less red beads in the system?   0:09:05.5 Andrew Stotz: And just to go back to one thing, you mentioned a total of 50 people. Is this a total, this is a total company offsite or a leadership team offsite?   0:09:13.5 Travis Timmons: It's going to be the entire company. So what we've found is, I think there's just so much value in everybody on the team understanding what's happening. They don't have to be an expert in all of it, but they need to, using Dr. Deming's term appreciate the system.   0:09:30.9 Andrew Stotz: Yep.   0:09:31.4 Travis Timmons: And appreciate the complexities and appreciate their role in it and everybody else's role. And it also allows some opportunities for sure. There's going to be team members that could be brand new to us six months in. When we make everything visible, they're going to have some fresh eyes and point something out to us that we've always done it that way. So we're going to, let's keep doing it that way and they're going to point it out to us and say that's not a good idea.   0:10:02.7 Andrew Stotz: And you've chosen four and a half hours. Sometimes you could look at that and think, that's a long time. And other times you look at and think, that is such a short amount of time. How did you come upon the time?   0:10:15.2 Travis Timmons: So, a lot of feedback from the team, to be honest with you. So there were, early on there were years where we would do an all day. And I got feedback that, hey Travis, we know you love all this stuff. We don't love working on systems quite as much as you do. So how about a half a day? So a half a day seemed to be about right as long as we did the pre-work. So what we found is if we didn't do the pre-work, then there's just so much wasted time getting everybody kind of up to speed on what we want to work on that day. So the team is all kind of, we come to a mutual agreement of like, hey, if you guys will spend extra time on putting the pre-work together, you'll agree to do it. And then we'll agree to have a four and a half hour all-in meeting, gas pedal down and then we're going to, you'll have a celebration dinner at the end of the meeting. So that's what we do.   0:11:08.6 Andrew Stotz: Sounds like you're still getting eight hours out of them. I mean, when you think about it, it's hard to go into something without putting some time aside. And what I'm hearing here is that this is also a very narrowly focused event and that I could imagine the mistake that many people make is, oh, we want to talk about that and we want to talk about that. And don't forget about that. We got everybody together, we might as well talk about that.   0:11:37.0 Travis Timmons: Yeah. Yeah, it's hard to narrow it down to, okay, what are the two or three things that we need to make sure we accomplish in this meeting? So one of the things we have in our meeting, I learned this from Kelly and Ray Kroc, another mentor of mine. We have a big whiteboard that we call the parking lot. And if somebody brings up an idea that's a good one, but we don't have the time to tackle that day, we just go right on the parking lot and tackle it later in the year. But yeah, that's part of leadership's responsibility and feedback from the team is, all right, we got four and a half hours. What are the top one or two things we need to work on as a team? And then that pre-work from a culture standpoint, people tuning in if they're listening to this, one of the things I'm sure everybody hears, you have to have a culture where people have a voice. That's probably one of the things people get most frustrated about when we hire from other organizations. They don't have a voice. They just got to show up and whatever happens, happens.   0:12:42.5 Travis Timmons: And that can suck the life out of you pretty quick. So I've never had anybody do anything other than be excited about the homework. You'll see them in the break room talking about it. It just brings a lot of energy. And folks that have never done an offsite with us before, I always get the question, what are we going to talk about for four and a half hours? What could we possibly talk about for four and a half hours? And then at the end of that they're like, that was amazing. We didn't have enough time. So, kind of a delicate balance there, but we've landed on four and a half for our current size and what we try to accomplish.   0:13:20.9 Andrew Stotz: And the next question is I've sat through a lot of offsites over the years and you end it by going, that was awesome, now let's get back to work.   0:13:32.4 Travis Timmons: Yes. So we always do a wrap up on what are the deliverables. We let them know up front kind of the expectation of we may, we'll probably not have everything fully decided at the end of the day. The purpose of the day is to get feedback from the entire team. And then my goal, and we'll tell them this up front, or I should say aim, not goal. We'll get in trouble with Dr. Deming there, but is to have two to three PDSAs to walk away with. So we wrap it up, kind of report back on what we've all been working on for the day. And then we let them know we're going to report back in the coming one to two weeks on big picture items and then kind of continue to give the team feedback on here's what we did, here's what we worked on, here's what we're now going to implement. Because you're right, you go to a lot of these meetings, a lot of good ideas are tossed around and then absolutely nothing happens. And then when team members see that happen a few times in a row, then they just stop working on the work. So, yeah.   0:14:41.0 Andrew Stotz: I have a client of mine that he does offsites. I think it's every six months. And he does it only with his management team that's to be clear. And that's about roughly 15 people for his business. And he picks a pretty unique location each time. So it's... And it's usually a couple of days, which I would say with a management team, you maybe make more sense than with the whole company. But he has something interesting that kind of ties in with your work. He has me come occasionally and give a presentation and talk about either Deming or some other principles. But in the mornings at 7:00 A.M. they all meet at the gym. And he has trainers and then they go outside usually, if they're at the beach, they go to the beach. And then they have activities that they do together where they sweat and exercise all of them together. And I just felt like that was so unique. And I felt like, I don't know, if I was an employee, I would be like, oh, I don't want to, why do I have to?   0:16:03.4 Andrew Stotz: I could imagine that feeling, but I just felt like he really left the whole event every time as people really connected. And I just thought that was an interesting activity, it just made me think about.   0:16:17.8 Travis Timmons: Yeah. Yeah, no, I think one of the things I've learned over the years is the less I'm up speaking to the team and the more the team is working on breakout. So I plan on out of the four and a half hours, I hope to not be speaking to the team for more than 20 minutes. And just let the work happen because if I'm up there talking for three hours and they're just listening that's another great way to probably kill morale if they're not working on the work together.   0:16:49.6 Andrew Stotz: And so just to rehash what you're talking about, about a four and a half hour meeting, you got pre-work. It's focused on one thing, which is understanding the system. Then you're going to have people talk to each other with this pre-work and then come to it with their own ideas. You're going to put them in groups and do post-it note types of things to try to figure it out, you're going to do it in groups, I'm assuming, for the post-it notes? Is that what you said or is it everybody?   0:17:18.3 Travis Timmons: Yeah, we're going to have them stay with the same group of six because as we work through the process of the larger fishbone, then there's six key elements or six key pieces that I want to make sure we identify. And then I want to have, later in the day, we're going to do a fishbone specifically of each part of that and see if we can identify two to three PDSAs out of those six that we really can have a big impact on whether it's through technology optimization, better training opportunities, better defining operational definitions. Those are the three key areas that I'm assuming based on where I'm seeing things from my seat. That's, I hope, the direction I think we're going to go. But we'll see what the team comes up with.   0:18:09.3 Andrew Stotz: And one of the things that inevitably comes up with the concept of systems thinking is what's a system? You know, come on, for me, it's this and that and for another, it could be the whole world and we could, you know, how do you help them understand system, but also how do you guide what is the system?   0:18:33.9 Travis Timmons: Yeah, I mean, it's tough, right? Because there are things that are fully under our control within our system, like the software we use, the people on our team. So we talk about things in and out of our control. Things out of our control are health insurance companies. Right? But they're part of our, they are part of our system. We interact with them every day, but we have zero real control over decisions they make. Referral sources are another example of... So we talk about the inputs that are coming into our system but not part of Fitness Matters. So it's internal and external conversations, we get into that quite a bit. And then individual...   0:19:13.5 Andrew Stotz: What about people that are trying to narrow it to say, my system is a much smaller thing. How do I think about system?   0:19:24.0 Travis Timmons: Yeah, yeah, we get into that a little bit because you get a lot of that, right? People just want to optimize what they do and everything else will be fine. That's one of the hopes of making the system visible. We get into tampering, system capability and tampering is one of the ways we address that.   0:19:42.7 Andrew Stotz: Right.   0:19:42.8 Travis Timmons: So if somebody says, hey, I just want my little world to work this way and if the front desk could put patients on my schedule this way and I could make my schedule work this way, and I want a 15-minute break here and like, it's like, no, no, this has to work well for everybody. And when they understand an appreciation for how it all works together, then we found they're much more on board with working on being a part of a team, getting their head up a little bit and looking around and understanding patients don't come in just because you're a great therapist or you're a great Pilates instructor or just because the front desk process goes really well. They come in because everything works. And patients and clients can feel that. So we really try to educate them on just kind of that feeling of, is everybody here getting along? Does it feel professional in here? Does it feel like they care about me when I walk in? And it can't just be one person out of 15 in a building caring about them and paying attention to them as the client.   0:20:50.3 Travis Timmons: So I don't know if that answers your question, but we get into kind of why that system visibility is so important. And for them to be successful, the entire system has to be successful. And if you optimize it for one person, that just doesn't happen.   0:21:05.5 Andrew Stotz: Yeah, I like the system visibility that just brings that awareness. One other question is, you talked about a target, how do we improve the arrival rate and how many scheduled visits show up? You've already decided this as a core metric for the business before you've gone into this offsite. It's not something that's up for discussion in this offsite. Correct?   0:21:30.0 Travis Timmons: Right.   0:21:30.4 Andrew Stotz: Okay.   0:21:30.6 Travis Timmons: Yeah, it's the, kind of we... You know, there's a book out there, the One Thing, I think it's called. It's sort of like, what's the one kind of aim or target that we think we need to, from a system view, have a positive impact on in 2026? And that arrival rate is something we study weekly, monthly, daily, really. So we know what historical trends are. And if you look at a control chart view from Deming, the same thing happens every month. And it's like, okay, we have to do something different with our system if we're going to move that. And what are those two or three things we need to do? But yeah, to answer your question, myself and the leadership team came up with like, that's the one thing we got to tackle this year. We have to move that one because it's really been the same basic number, that arrival rate percentage since COVID hit. We really haven't had that fully recover since COVID. And it's like, okay, we've got to get that. We're already ahead of national average by a long shot but we can do better, I feel confident of that. So that's what our metric is.   0:22:47.0 Andrew Stotz: Yeah, that's interesting because you start, I'm sure with, how do we improve ourselves internally so that the experience internally and all of that. How do we have best practices in what we do? But then this one is, okay, how do we accelerate this pipeline feeding into our business? How do we make sure it's as smooth and as efficient as possible from the moment that somebody starts working with us? The easy stuff for us, meaning you, is doing the work at our location.   0:23:22.1 Travis Timmons: Right. And one of the things, just to make sure our team understands again from a system standpoint and Dr. Deming talks a lot about psychology, but we could have a great onboarding experience for a patient. First two or three sessions could be amazing. Greatest physical therapist, greatest personal training experience they've ever had. And then they get their first invoice and they're shocked or don't understand it, and then they stop coming in. So just making sure everybody understands all that goes into, again, our operational definition of a good visit means the entire system has to go well. And most people have a hard time wrapping their head around until they are shown it. I didn't fully appreciate it till I was shown, so, when you see it all come together I think they'll have a better appreciation for why we spend so much time making sure their benefits are understood by the patient. Because patients don't understand health insurance. They just don't. Everybody says, well, it's their responsibility. I'm like, well, that's nice, but they don't understand it. So, that's part of our system too, to your point earlier. Like, that's part of our system, patients don't understand their health insurance.   0:24:43.0 Andrew Stotz: One of the great questions to think about on this is, what if we never lost a customer? You know, what would our business look like today if we never lost a customer? You know, it may be that they're in the physical therapy business, the process is run, the person is improved. They don't need to come back. Great. You haven't lost them, you've achieved the goal. But we... And in the case of my coffee business, we lose a lot of our customers to competitors, and we're constantly back and forth, taking them from competitors, they're taking them from us. Whoever's gaining market share is getting a little bit more than the competitors because of what they've done. But what if we never lost a customer?   0:25:38.4 Travis Timmons: Yeah, that's a great way to look at it. And that's one of the other metrics that we really measure. And that's why arrival rate is the thing we're going after because there's a strong correlation between arrival rate. So they might cancel a visit but then come for all the rest, or they might cancel two, but then come for all the rest. Strong correlation to arrival rate and a high outcome and they go home and they're better, to your point.   0:26:04.3 Andrew Stotz: Yeah.   0:26:05.7 Travis Timmons: But the industry data right now is pretty poor in physical therapy, for example. Current data shows that 80% of patients that start don't finish their plan of care. That's horrible. [laughter]   0:26:19.8 Andrew Stotz: Yeah, it's not just that industry. I mean, I do a lot of courses that I moved online and if you do just a standalone on demand course, the average in the industry is 90% of people do not complete that course.   0:26:36.0 Travis Timmons: Wow. Yeah.   0:26:36.8 Andrew Stotz: And so I asked the question, how do we improve that? And I was able to get to about 50%, but it was basically designing a cohort-based course, guiding them, dripping content, holding their hands, holding them accountable, having all of those different things, but then my goal in my teaching is to deliver the transformation. It's not just to deliver the information. And this way I was able to get closer to my objective, which is the transformation, not the information. So, yeah. Well, if you want to wrap up, any last things you want to say about it and then we'll wrap up this great discussion.   0:27:20.4 Travis Timmons: Yeah. No, I mean, it's been fun working on this offsite. I think one of the things I've learned through the Deming journey, and preparing for these offsites as a leader, a lot of the work... Most of the work happens before the offsite. And I've been to offsites, I'm sure you have too, where there's a very little preparation put in by leadership. And just some slide decks put together. So that's one of the things I've found through the Deming journey, is appreciation and who's responsible for the system, at the end of the day, it's me, something I take very seriously. So the pre-work and having a process by which to, by what method, something I've heard many, many times, by what method are you going to have this offsite? But the pre-work, if somebody's out there looking at kind of starting offsite or they have had offsites and they haven't gone well kind of to your point earlier for your online learning modules or consulting that you do, it's like, but what's the outcome? So if these meetings don't produce meaningful outcomes, then it's a waste of time and resources.   0:28:42.8 Travis Timmons: So we take this very seriously leading up to the meeting. It's hours and hours and hours of prep time. And then the offsite day is kind of almost relaxing for me. I'm just capturing data as the team comes in, so it's fun. It's a lot of fun. Then we leave with a PDSA or two.   0:28:59.4 Andrew Stotz: This is great. Well, I really appreciate this discussion and getting down into the weeds is I think very valuable for all of us as we all try to continue to implement the teachings of Dr. Deming. So, Travis, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, which is, "People are entitled to joy in work."

Colleen VanBlarcom: McDonald's Operator, Legacy Builder, and Culture ChampionIn this episode, we sit down with Colleen VanBlarcom—owner/operator of 11 McDonald's restaurants across Southern Minnesota. With a career spanning four decades and roots in one of McDonald's most storied family lineages, Colleen shares what it takes to lead a growing, values-driven organization under the Golden Arches.From scrubbing floors as a teen to managing multi-unit operations in Mankato, Owatonna, Waseca, Medford, and Eagan, Colleen's story is steeped in grit, growth, and generational wisdom. She opens up about her father's early days with McDonald's—back when there were just over 200 locations nationwide—and how his legacy shaped her path as both a business leader and community builder.Colleen reflects on small-town adjustments, lessons learned from corporate legends, and how a surprise visit from Ray Kroc changed the course of her family's journey. She shares insights on leadership, problem-solving, and what it takes to maintain a strong culture in one of the world's most recognizable brands.And in a Get Deep exclusive, Colleen reveals the future location of Mankato's newest McDonald's restaurant—news you'll hear here first.Stick around for a heartfelt conversation about service, resilience, and the human side of fast food—plus powerful stories about her team's impact through the Ronald McDonald House Charities.

See if you have any of these special placements in your free Vedic Birth Chart at https://www.quietmindastrology.com/freebirthchartVedic wealth indicators, billionaire yogas, and the hidden rulers that drive abundance. In this episode I explore the deeper layers of Jyotish that you won't see on the surface of a chart. These are the subtle, powerful combinations that show up again and again in the lives of people like Oprah Winfrey, Richard Branson, and Ray Kroc.I've been studying astrology for over twenty years, and after looking at thousands of charts I've found that true wealth potential almost never comes from the obvious places. It's rarely the rising sign, the Moon, or even the Sun. It comes from hidden rulerships, exchanges, and relationships between houses that most people overlook. Today I walk you through eight of these wealth indicators, including the rare first–second house exchange that shows up in many multi-millionaire and billionaire charts.You'll hear me talk about why the sixth and tenth houses matter far more than most people realize, how daily routines and dharma shape your capacity to create abundance, and why house rulers reveal the real story behind your money karma. We also explore the difference between potential and fulfillment. Having a wealth yoga doesn't guarantee a certain outcome. You still shape your life through choice, effort, and alignment with your dharma.Five key ideas from this episode:“Massive wealth rarely comes from the obvious parts of the chart. You have to look at the deeper details like house rulers.”“The sixth house is where you have the most influence. It's your daily routine, your effort, your time.”“The tenth house shows your dharma. When you align with it, resources tend to move toward you.”“House exchanges between the first and second can create ten-figure wealth potential.”“Everyone is handed a different karmic hand, but you choose how to play the cards.”If you want to explore these indicators in your own chart, you can get your Vedic birth chart and training here:Free Vedic Birth Chart & Training: http://www.quietmindastrology.com/freebirthchartInstagram: http://www.instagram.com/quietmindastrologyYouTube: http://www.quietmindastrology.com/youtubeMentorship Waitlist: http://www.quietmindastrology.com/mentorshipYoga Teacher Training Podcast: https://www.anchor.fm/yogateachertrainingQuietmind Yoga: https://www.quietmind.yogaTags: Vedic astrology, Jyotish, wealth indicators, house rulers, billionaire yoga, 1st house exchange, 2nd house exchange, sixth house, tenth house, dharma, nakshatras, vedic horoscope, money astrology, abundance, spiritual growth, self awareness, Jeremy Devens, Quietmind Astrology Podcast

This episode is all about

In this September episode of Mind Yo' Business, recorded in partnership with Karan Rastall (NMLS#763395) at the Ruoff Mortgage Podcast Studio, Andrew sits down with Dave Campaigne, a man whose professional life has spanned fast food advertising, higher education, and meaningful innovation. Dave opens up about climbing the marketing ladder—working his way up through McDonald's and even crossing paths with fast-food legend Ray Kroc. But that chapter was just the beginning. He later refocused his energy on academia, earning multiple degrees and ultimately becoming a pioneer in First Year Experience programs—structured efforts to help new college students adjust, succeed, and feel supported. Over the course of the interview, Dave and Andrew explore how marketing and sales principles informed his approach to educational programs, what lessons he learned from both corporate and academic worlds, and why sometimes the most impactful work happens at the intersection of systems and people. Dave also reflects on his time in Bloomington, his decision to retire, and how he views legacy now that he's stepped back from full-time roles. This is a conversation for those who believe in business with purpose, education with empathy, and careers that evolve over time.   Mind Yo' Business S8:E9 - The Business of Building Bridges: From Fast Food to First-Year Studies with Dave Campaigne   Sep 30, 2025   In this September episode of Mind Yo' Business, recorded in partnership with Karan Rastall (NMLS#763395) at the Ruoff Mortgage Podcast Studio, Andrew sits down with Dave Campaigne, a man whose professional life has spanned fast food advertising, higher education, and meaningful innovation. Dave opens up about climbing the marketing ladder—working his way up through McDonald's and even crossing paths with fast-food legend Ray Kroc. But that chapter was just the beginning. He later refocused his energy on academia, earning multiple degrees and ultimately becoming a pioneer in First Year Experience programs—structured efforts to help new college students adjust, succeed, and feel supported. Over the course of the interview, Dave and Andrew explore how marketing and sales principles informed his approach to educational programs, what lessons he learned from both corporate and academic worlds, and why sometimes the most impactful work happens at the intersection of systems and people. Dave also reflects on his time in Bloomington, his decision to retire, and how he views legacy now that he's stepped back from full-time roles. This is a conversation for those who believe in business with purpose, education with empathy, and careers that evolve over time. Podcast Studio Sponsor Podcast Sponsor   Podcast Sponsor Podcast Sponsor   Episode 7-12 Sponsor       Episode 7-12 Sponsor  

My guest today is Scott Anthony. Scott is a clinical professor at the Tuck School of Business at Dartmouth, where his research and teaching focuses on the adaptive challenges of disruptive change. He previously spent more than 20 years at Innosight, a growth strategy consultancy founded by Harvard Business School professor Clayton Christensen. The topic is his book Epic Disruptions: 11 Innovations That Shaped Our Modern World. In this episode of Trend Following Radio we discuss: Evolution and meaning of disruption in business Technology companies adapting to disruption (Amazon, Meta, Microsoft, Apple) McDonald's business model and Ray Kroc's entrepreneurial mindset Impact of education, AI, and universities on future disruption Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

My guest today is Scott Anthony. Scott is a clinical professor at the Tuck School of Business at Dartmouth, where his research and teaching focuses on the adaptive challenges of disruptive change. He previously spent more than 20 years at Innosight, a growth strategy consultancy founded by Harvard Business School professor Clayton Christensen. The topic is his book Epic Disruptions: 11 Innovations That Shaped Our Modern World. In this episode of Trend Following Radio we discuss: Evolution and meaning of disruption in business Technology companies adapting to disruption (Amazon, Meta, Microsoft, Apple) McDonald's business model and Ray Kroc's entrepreneurial mindset Impact of education, AI, and universities on future disruption Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

On this episode of The Jimmy Rex Show, Jimmy sits down with Major League Baseball legend Steve Garvey—10x All-Star, NL MVP, World Series champion, Padres icon, and the National League's Iron Man with 1,200+ consecutive games. Garvey shares the story of his first day in L.A., his pinch-hit debut at Dodger Stadium, and the mindset of consistency and leadership that defined his career on both the Dodgers and Padres.They dive into Garvey's 2023–24 run for the U.S. Senate, the community and faith principles that motivated it, and how he helped energize voters in California. Garvey also takes us inside his free-agency tour, the Ray Kroc meeting that brought him to San Diego, and the 1984 NLCS walk-off vs. the Cubs that changed Padres history. The conversation rounds out with the business of baseball—TV money, Garvey's bid to buy the Dodgers, and why mega deals like Shohei Ohtani's make sense—plus why baseball remains timeless, the true value of defense, and his Hall of Fame case. 00:00 Introduction01:29 Why Garvey ran for U.S. Senate & what he learned04:41 Called up by the Dodgers: first day in L.A.06:17 MLB debut at Dodger Stadium: the pinch-hit story08:30 Iron Man streak, showing up daily, faith & leadership13:37 Dodgers vs. Padres: identity, rivalry, and legacy14:30 Free-agency tour & choosing San Diego (the Ray Kroc meeting)19:46 1984 Padres breakthrough: NLCS walk-off vs. Cubs23:19 Inside the bid to buy the Dodgers & the rise of TV money27:06 Mega contracts explained & Shohei Ohtani's global impact31:31 Baseball's timelessness: pitch clock, 27 outs, and defense33:54 Becoming a first baseman & the legendary Dodgers infield41:12 Hall of Fame case, ballots, and what's next42:22 Outro

On today's episode, Kyle Grieve discusses the rise of McDonald's under Ray Kroc and the vision, systems, and persistence that transformed a small burger joint into a global empire. He explores Kroc's leadership style, business model innovations, and the timeless lessons investors and entrepreneurs can learn from McDonald's journey. IN THIS EPISODE YOU'LL LEARN: 00:00 - Intro 03:34 - The grit, adaptability, and salesmanship that made Ray Kroc unstoppable 14:42 - How a hot dog stand inspired the first McDonald's restaurant 19:04 - Why protecting brand image was so vital to McDonald's growth story 20:06 - How McDonald's pivot to real estate fueled expansion 25:21 - Why standardization and systems powered McDonald's rapid growth 28:49 - Why Kroc's struggles with the McDonald brothers show alignment is critical 30:22 - What Jobs, Schultz, and Musk shared with Kroc as visionaries 33:54 - How McDonald's thrived for decades despite fierce competition 40:51 - How Hamburger University aligned franchisees with Kroc's vision 42:42 - The story behind McDonald's product innovation successes and failures Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences. BOOKS AND RESOURCES Join Clay and a select group of passionate value investors for a retreat in Big Sky, Montana. Learn more ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Join the exclusive ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TIP Mastermind Community⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to engage in meaningful stock investing discussions with Stig, Clay, Kyle, and the other community members. Buy a copy of Grinding It Out by Ray Kroc here. Follow Kyle on Twitter and LinkedIn. Check out all the books mentioned and discussed in our podcast episodes ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Enjoy ad-free episodes when you subscribe to our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Premium Feed⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. NEW TO THE SHOW? Get smarter about valuing businesses in just a few minutes each week through our newsletter, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Intrinsic Value Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Check out our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠We Study Billionaires Starter Packs⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Follow our official social media accounts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠X (Twitter)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Browse through all our episodes (complete with transcripts) ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Try our tool for picking stock winners and managing our portfolios: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TIP Finance Tool⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Enjoy exclusive perks from our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠favorite Apps and Services⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn how to better start, manage, and grow your business with the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠best business podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. SPONSORS Support our free podcast by supporting our sponsors: SimpleMining HardBlock AnchorWatch Human Rights Foundation Linkedin Talent Solutions Vanta Unchained Onramp Netsuite Shopify HELP US OUT! Help us reach new listeners by leaving us a ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠rating and review⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠! It takes less than 30 seconds, and really helps our show grow, which allows us to bring on even better guests for you all! Thank you – we really appreciate it! Support our show by becoming a premium member! ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://theinvestorspodcastnetwork.supportingcast.fm⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://theinvestorspodcastnetwork.supportingcast.fm

Na parte 5 da nossa série sobre o Livro A arte da Guerra Aplicada a Vida, intitulado 'Monobras e As 9 Mudanças', ao final deste episódio, você não apenas entenderá como transformar problemas em vantagens estratégicas, mas também saberá como controlar sua própria mente para enfrentar o caos com calma.

https://youtu.be/PniriBnM0mo Legacy may not be the number 1 driver for most business owners—but it's close. Right after financial security, wealth creation, and personal freedom. In this video, we explore why building a successful business is one of the most powerful, controllable, and lasting ways to make an impact that lives on long after you're gone. You'll hear real examples of entrepreneurs who started late and still changed the world—like Colonel Sanders, Arianna Huffington, and Ray Kroc—and discover why business can be a greater legacy-builder than sports, politics, or entertainment. We'll also look at how great businesses multiply impact—helping employees, customers, and entire communities—while setting you up to attract A-players and create something that stands the test of time. If you're ready to grow your company faster, with less risk and cost, tune in—and remember: it's never too late to start building your legacy. --- What Will Be Your Legacy? What will be your legacy? “Legacy” isn't the most important driver for most business owners to grow their business—but it's damn close. Right behind financial security, wealth creation, and achieving personal freedom. I've always believed that building a successful business is the most straightforward way to create a legacy that lives on well after you're gone. Sure, you can do it in other ways through athletic achievement, becoming a rock or movie star, writing bestselling books, or achieving top political office. But creating a business often requires fewer sacrifices of youth, health, and integrity. It's also far more controllable. Making it big as an athlete is usually decided in childhood. It's mostly a function of parenting an environment. Becoming a rock star or a movie star also hinges on youth, inborn talent, or early desire. Again, largely environment-driven. Becoming a famous author is exceedingly rare and often takes writing dozens of books before one gets recognized, let alone achieves name recognition. Political careers are mostly self-created, but it can be a long road to breaking free of party whips and agendas—if that ever happens. Turning politics into a lasting positive legacy is even rarer. No more than a handful of examples emerged each century, if that. Now compare all of these to building a business legacy. Business success is rarely threatened by injuries, addictions, or character assassinations. You can start at nearly any age. Martha Stewart was a model, caterer, and author before launching her media company in her fifties. Ray Kroc, a milkshake machine salesman, saw potential in the McDonald's burger stand and launched a franchise model at age 52. John Pemberton, a Civil War veteran and pharmacist, created the original formula for Coca-Cola at the age of 55 while seeking an alternative to morphine. Arianna Huffington, after a successful career as an author and commentator at age 55, launched The Huffington Post in 2005, which became a leading digital news platform. Colonel Harland Sanders, after a series of jobs and running a gas station restaurant, began franchising his fried chicken recipe at age 65, using his first Social Security check to fund the idea. And you can build quietly sneaking up on competitors until it's too late for them to catch up. The best part? A great business is an impact multiplier. You can help your employees, their families, and all the customers who benefit from your superior products and services. If you own a viable business, you have a massive opportunity to grow it and make it highly profitable so you can attract and retain A-players and build a lasting pyramid for yourself. The heroes of our age are business entrepreneurs who change the world around us. Steve Jobs, founder of Apple Next, and CEO of Pixar. Revolutionized personal computing, digital animation, digital music, and cracked the code on tablet computing and smartphones. Sam Mond,

You've grown — but the old space still holds expectations. This episode helps high-capacity humans release guilt and reframe expansion as stewardship.You've changed. But the systems, relationships, and roles around you? They haven't.What used to fit now feels tight. What once felt like “home” now leaves you restless. And yet… you hesitate to move forward. Because no one told you that outgrowing the mold isn't betrayal — it's responsibility.In today's episode of Identity-Level Recalibration, Julie Holly speaks directly to high-capacity humans who've done the work, gained clarity, and now find themselves in misaligned environments that no longer reflect who they're becoming.This episode will guide you through:Why letting go of what used to work is not abandonment, it's alignmentHow perfectionism, people-pleasing, or past conditioning keep you “performing” for roles you've already outgrownThe difference between disclosure and true vulnerabilityWhy stewardship sometimes means stepping away — not sticking it outA powerful recalibration moment from the life of Ray Kroc — and how his expansion mindset changed everythingYou'll walk away with language for what you're feeling, clarity on what it means, and permission to grow forward — without guilt or apology.To make it easy for you to apply this, every episode includes a Micro-Recalibration — a small, identity-aligned action you can take today. Many listeners use these prompts for journaling or reflection, and they're often shared with friends or teammates navigating similar growth.Here's your recalibration for today:Micro-Recalibration Prompt:Where in your life are you still trying to fit a mold you've already outgrown?Name the space — and how it used to serve youAsk: “If I saw this as stewardship, not self-centeredness… what would I do next?”Then take one small step toward alignment.If you lead others — where might your permission to grow become someone else's permission to try?Because when you expand, you create space for others to rise.Remember: You're not too much. You're just too expanded for the container that once held you.If this episode gave you language you've been missing, please rate and review the show so more high-capacity humans can find it. Explore Identity-Level Recalibration→ Follow Julie Holly on LinkedIn for more recalibration insights → Schedule a conversation with Julie to see if The Recalibration is a fit for you → Download the Misalignment Audit → Subscribe to the weekly newsletter → Join the waitlist for the next Recalibration cohort This isn't therapy. This isn't coaching. This is identity recalibration — and it changes everything.

McKay delves into the liberating principle that success isn't bound by age or a rigid schedule in this latest instalment of the Open Your Eyes podcast. Throughout the episode, he drives home the point that, whether you're an early prodigy or a late bloomer, life's rewards go to those who have the courage to start, and to start again, no matter where they are on their journey.McKay brings this concept to life with the stories of a number of remarkable individuals, including the winding path of Marvel Comics creator Stan Lee, who found his true voice after 20 years in the business, and the story of Ray Kroc, who built the McDonald's empire in his fifties. He also delves into the lives of chef Julia Child, designer Vera Wang, and blind mountaineer Erik Weihenmayer, each of whom redefined their lives by starting something new long after others might have given up. These stories clearly demonstrate that the most important step is always the next one.Main Themes:It is never too early or too late to pursue your passion or reinvent yourself.Life rewards persistence, authenticity, and grit over perfect timing.Comparing your journey to others leads to paralysis and a false sense of being behind.Early success does not guarantee a simple path, just as a late start does not preclude greatness.Your past experiences, even the challenging ones, can provide the wisdom and depth needed for future success.The end of one chapter, like a job or a dream, is not the end of your story.Starting over is not a sign of failure; it is proof that you are still fighting for your future.Embrace the support of others, as encouragement is crucial when trying again.Your worth is not defined by a timeline, but by your courage to show up.The most powerful creative work often comes from pursuing what you truly believe in.Top 10 Quotes:"In the end, life doesn't care if you started early or late. It cares that you started and that you showed up.""Life is not a race, and you are not behind.""Your worth is not tied to how early or how clean your path has been.""Don't confuse loss with defeat. The end of one chapter doesn't mean the story's over, it just means the next one is ready to be written.""Starting over isn't failure, it's proof I'm still fighting.""Sometimes the most beautiful currents take longer to find.""Life rewards persistence, authenticity, and grit over perfect timing.""What matters is that you try again."Show Links:Open Your Eyes with McKay Christensen

Business Lessons from the Movies - The Founder & the Start of McDonalds   - AZ TRT S06 EP13 (275) 7-27-2025              What We Learned This Week: Speedee Service System - assembly line approach invents the fast-food industry, replicated to this day What Business Are You In? - McDonald's is a Real Estate Company w/ an estimated $42B in Real Estate Holdings It's the Name, McDonald's - Branding - from The Founder McDonald's is the New American Church - Positioning     Notes: Seg. 1 The Founder What Business are you in? – McD in real estate biz, largest in US Power of the Name – branding, McDonalds is New American Church Systems – Speedee System, speed and lean, like a factory in the kitchen Bonus * - Perseverance – Kroc was 52 when he met McDonalds brothers, selling milk shake machines         You're not in the burger business you're in the real estate business. You don't build an empire selling $.15 hamburgers. You build an empire on the land that those hamburgers are made of. Power of the name, branding, McDonald's is the new American church on main street. A vision of a wholesome America, families go to eat share values. Branding see that name lit up on the sign. McDonald's sounds like America. Would you eat at a place named Crocs? Guy eats at McDonald's he's never going to get pushed around. Great book on McDonald's, and the industry called Fast Food Nation by Eric S   Speedee system, bring factory component to a kitchen. Redesign a kitchen for speed and efficiency, orders in 30 seconds like a conveyor belt. No plates all paper throw it away when done. You have a service window people walk up and get their food immediately. The idea of being is to go lean. Initially there was a learning curve with customers but soon it caught on and it was the model for all fast food restaurants. They did practice runs to test their system with no customers see it in action and let the data dictate how the plan should be.   https://www.youtube.com/results?search_query=the+founder+movie+clips   ** Clips from past show: Moneyball, Boiler Room, Glengarry Glen Ross, The Founder - Business Lessons from the Movies - BRT S03 EP42 (141) 8-28-2022   Full Show: HERE       Seg. 2 The Founder, the story of Ray Kroc and McDonald's.   What Business Are You In? - McDonalds is a Real Estate Company   Replay Clip from 2/9/20, where Matt talks about the biggest franchise of all, and what their real business model is. McDonalds has built a business empire thru Real Estate, not burgers.  The Dollar Menu is designed to get customers in the door. McDonalds loses $ when people purchase from the dollar menu, it is a Customer Acquisition Cost (CAC). This is also called a ‘Loss Leader', selling a product at a low cost to get customers. McDonalds then makes money when people buy more, and off return business. McDonalds is one of the biggest Real Estate companies in the world. The stock is valued on the $37 Billion in Real Estate they own. They make money as a landlord, because the franchisee is their tenant. The Founder – business movie biography of Ray Kroc. Kroc started as a milk shake salesmen to the McDonalds brothers in California, then went on to create the franchise system we know today. The first President of McDonalds Franchise (Harry Sonneborn) helped Kroc create the real estate model that the franchise was base on, and used to scale to a billion $ company. Internally McDonalds used the Brother's Speedee Service System created pre-Kroc. The Question ‘What Business Are You In?' comes from business consultant Peter Drucker. Business owners need to understand what problem or service they really offer their customers. Ie – Starbucks is in the Customer Experience business, not coffee, but the atmosphere of drinking the coffee     ** Clips from past show: McDonalds, Apple, Disruption, 80/20 - Best of Host Matt on Business Topics - BRT S03 EP10 (109) 3-6-2022   Full Show: HERE         Investing Shows: https://brt-show.libsyn.com/category/Investing-Stocks-Bonds-Retirement    ‘Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT      Thanks for Listening. Please Subscribe to the AZ TRT Podcast.     AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business.  AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving.  Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more…    AZ TRT Podcast Home Page: http://aztrtshow.com/ ‘Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/     Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. Nothing said on this program should be considered advice or recommendations in: business, legal, real estate, crypto, tax accounting, investment, etc. Always seek the advice of a professional in all business ventures, including but not limited to: investments, tax, loans, legal, accounting, real estate, crypto, contracts, sales, marketing, other business arrangements, etc.  

pWotD Episode 2988: McDonald's Welcome to popular Wiki of the Day, spotlighting Wikipedia's most visited pages, giving you a peek into what the world is curious about today.With 396,342 views on Monday, 7 July 2025 our article of the day is McDonald's.McDonald's Corporation, doing business as McDonald's, is an American multinational fast food chain. As of 2024, it is the second largest by number of locations in the world, behind only the Chinese chain Mixue Ice Cream & Tea.Brothers Richard and Maurice McDonald founded McDonald's in San Bernardino, California, in 1940 as a hamburger stand, and soon franchised the company. The logo, the Golden Arches, was introduced in 1953. In 1955, the businessman Ray Kroc joined McDonald's as a franchise agent and bought the company in 1961. In the years since, it has expanded internationally. Today, McDonald's has over 50,000 restaurant locations worldwide, with around a quarter in the US.Other than food sales, McDonald's generates income through its ownership of 70% of restaurant buildings and 45% of the underlying land (which it leases to its franchisees). In 2018, McDonald's was the world's second-largest private employer with 1.7 million employees, behind Walmart, the majority of whom work in the restaurant's franchises.McDonald's bestselling licensed items are their French fries and Big Mac hamburgers; other fare includes cheeseburgers, chicken, fish, fruit, and salads. McDonald's has been subject to criticism for its foods nutrition, animal welfare and low worker wages.This recording reflects the Wikipedia text as of 01:54 UTC on Tuesday, 8 July 2025.For the full current version of the article, see McDonald's on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm neural Matthew.

Tu penses connaître McDonald's ?Les burgers, les frites, le Happy Meal… tout ça.Mais ce que tu ne sais (probablement) pas,c'est que les deux frères qui ont tout inventé…n'ont jamais touché un centime de royalties.Ils ont été effacés de leur propre histoire.Ray Kroc est entré dans leur resto en 1954.Et il leur a tout pris.Le concept, le nom, la réussite.Il s'est fait passer pour le fondateur.Et aujourd'hui encore, tout le monde le croit.Cette vidéo, c'est pas juste une histoire de fast-food.C'est une leçon de storytelling, d'ambition… et d'injustice.Une histoire vraie, oubliée, que je te raconte ici.Et je te préviens : tu ne verras plus jamais McDo de la même façon

Cheeseburger, Chicken Nuggets und süßsaure Soße – klar, kennst du. Aber was steckt hinter der Erfolgsstory von McDonald's? In dieser Folge schauen wir uns die Geschichte des weltweit bekanntesten Fast-Food-Riesen an – und was du als Selbstständiger daraus für dein eigenes Business mitnehmen kannst.McDonald's gibt es seit über 80 Jahren. Der ursprüngliche Fokus: schnell, günstig, einfach. Genau dieser klare USP hat sich bis heute gehalten – und ist einer der größten Erfolgsfaktoren. Was heißt das für dich? Fokus behalten ist keine Option, sondern Pflicht.Du erfährst, warum du dein Angebot immer wieder überprüfen solltest, welche Rolle Systematisierung und Skalierung in deinem Business spielen – und was du von Ray Kroc lernen kannst, dem Mann, der aus einem Restaurant ein globales Franchise gebaut hat.Wir reden über Markenführung, Wiedererkennbarkeit und darüber, wie wichtig es ist, schnell auf Kundenwünsche und Krisen zu reagieren – vom McDrive bis hin zu kontaktlosen Lösungen während der Pandemie.Also: Was kannst du tun, um deinen Kunden besser zuzuhören, Prozesse zu vereinfachen und dein Business so aufzustellen, dass es wachsen kann – ohne sich zu verzetteln?Diese Folge liefert dir Impulse, echte Learnings und einen etwas anderen Blick auf Fast Food – ganz ohne Kalorien.► Lass uns dein Business zum wachsen bringen: https://felix.team/wachstumstalk/► Hier kommst du direkt zu meiner Website: https://felix.team/ ---Du bist Selbständige:r oder Unternehmer:in und willst regelmäßig mit den wichtigsten Informationen versorgt werden, die du brauchst, um dein Business auf das nächste Level zu bringen? Dann bist du hier genau richtig. Folge meinem Kanal und lass dich regelmäßig mit den besten Business Tipps versorgen, so dass du endlich richtig durchstarten kannst.▶️ Hat Dir die Folge gefallen und DU möchtest mehr solchen Input?◀️▬ Mehr über Felix ▬▬▬▬▬▬▬▬▬▬▬▬▬Felix Thönnessen ist seit vielen Jahren Jahren Keynote Speaker und gibt als Mentor sein Wissen an Gründer:innen, Unternehmer:innen und Selbstständige weiter. Dabei behandelt er Themen wie  Wachstum, Skalierung, Marketing und Vertrieb. 4 Jahre lang hat er als Coach bei der TV-Serie "Die Höhle der Löwen" auf Vox die Teilnehmer*innen fit gemacht. Thönnessen ist nicht nur Berater und leidenschaftlicher Autor von vielen Büchern, sondern hat bereits über 1.000 erfolgreiche Unternehmen begleitet. In mehreren hundert gehaltenen Vorträgen hat er wertvolle Tipps und Hinweise  zum Thema Business Aufbau und Skalierung weiter gegeben.▬ Hier gibt's mehr! ▬▬▬▬▬▬▬▬▬▬▬▬▬► Instagram: / felixthoennessen► LinkedIn: / felixthoennessen► Webseite: https://felix.team/

Dan, Melissa and Deadalus. Melissa Galliani and Daedalus Howell are our guests on California Wine Country with Steve Jaxon and Dan Berger today. Melissa Galliani is the GM of Wine Country Radio.  Deadalus Howell is the editor of the North Bay Bohemian and some other local publications. He is also a frequent guest on The Drive with the Boho Buzz, a regular feature of what's currently in the paper. Lisa Santos, the advertising director of The Bohemian, is also in. This is Bay Area Burger Week. Co-incidentally, Dan Berger wrote an article this week about hamburger meat and hamburger sandwiches. There is just one vowel of difference between burger and Berger! There is a promotion with restaurants that have specials throughout the 12-day "week." Daedalus has a trivia question for listeners, which is, what actor played the part of McDonald's entrepreneur Ray Kroc in the movie The Founder? Listener Kelley knew that answer is Michael Keaton and she wins the prize. Later we will ask who played Pussy Galore in Goldfinger? Honor Blackman is the answer. After all the banter, the wines. Terry Damskey from Dehlinger Winery could not come in as scheduled today. So Dan Berger has brought a few wines from Bottle Barn for tasting and discussion. The first one tasted is a Washington state wine which was at Bottle Barn for a mere $4.99. Today is the first day of summer, so there will be a lot of whites (and Rosés) on the show. California Wine Country is brought to you by Rodney Strong Vineyards and Davis Bynum Wines. Then they taste a 2022 Babich Sauvignon Blanc from New Zealand. It is on sale at a close-out price at Bottle Barn. There is also a Cinsault from Lodi, California. The winery is called Jesse's Grove. They have their own vineyards, some of which are original vines planted in 1886. They have some of the oldest Cinsault grapes in the world. Finally, Ammunition is a Sonoma County Pinot Noir.

00:00 - IntroductionWe open with coffee talk today–and sugar intake, including some beverage shortcuts. Tyler calls it cheaping out; Eddie calls it hillbilly lemonade. We also reminisce about our favorite waitress, 4'10” Miss Connie with the beehive haircut. Oh yeah, also pickle races. Poor Miss Connie.08:05 - Entrepreneurship: A Good Idea?A few weeks ago, guest Matt Aston recommended the book The E-Myth Revisited (now available in an updated version). Tyler shares that this book hit him in the teeth when he picked it up recently. We're discussing this book today because it's filled with great content for construction-related entrepreneurs. Business is hard. Each year, 627,000 businesses are started and 595,000 businesses fail. Many of those may have been active for several years, but still, it's clear that starting and running a business successfully is tough work. Author Michael E. Gerber shares his insights by telling the story of Sara, a fictional pie maker.12:46 - Initial E-Myth Takeaways Eddie shares the first bits of insight that he took from this book. Gerber distinguishes between the technician,  the manager, and the entrepreneur. These are three roles may exist in A technician is the person who can do something well. A manager the person who is good at logistics and task completion. An entrepreneur is the person who works not so much in the business and on the business. Tyler explains that many businesses are started by technicians who quickly find themselves needing to now fill all three of these roles. And since they may not have management strengths or entrepreneur strengths, their businesses often fail. Tyler and Eddie both share examples of how this pattern played out in their respective businesses, ABSI and Storybuilder. The pattern is one that will sound familiar to you if you've started your own business. As a company grows, team members are added in a less-than-strategic manner, resulting in confusion and frustration. The next step is often a soft collapse back to the point where the business owner is once again handling almost everything.   22:55 - SystemsTyler shares that his entrepreneurial journey has gone through the first part of this cycle. Tyler and Eddie discuss the smoothness of the system that makes this podcast operate and Tyler contrasts that with his business. Eddie discusses Gerbers references to Ray Kroc and what he did with McDonald's. Kroc bought a system. Gerber makes the argument that even owners of small businesses need to approach their business like a franchise in regard to team-building, systems, and training. Tyler refers to the movie Founder, which tells Kroc's story. This leads to some talk about the turn-key revolution pioneered by McDonald's. Tyler encourages business owners to check out Loom as a means of creating operational guides.32:12 - Training and More Eddie shares that one of the lessons from the book that most resonated with him was the importance of determining your primary aim. In other words, what is your life goal? If this business cannot generate that reality, then don't pursue the business. Tyler critiques this a bit, saying that the process needs to be considered as much as the primary aim. He said that the path to that end is just as important. Structuring a desired lifestyle now is as important as an entrepreneurial endgame. Eddie discusses the book's 4 tenets of strategy: organization, management, people, and marketing. Then there's a 5th-systems–that was more than we could discuss today. 36:12 - The HotelTyler and Eddie discuss Gerber's hotel storyline. Gerber recounts his experience learning about the systems that enabled this hotel to operate on such a high level. Then Gerber contrasts this hotel experience with a barbershop that provides high-quality service up front but was unable to repeat the quality of that experience over time. Tyler discusses the importance of not just first but also second, third, and fourth impressions. It's about consistently focusing on the things that are essential.  Check out the partners that make our show possible.Find Us Online: BrosPodcast.com - LinkedIn - Youtube - Instagram - Facebook - TikTok - Eddie's LinkedIn - Tyler's LinkedInIf you enjoy the podcast, please rate us on Apple Podcasts, Spotify, or wherever you listen to us! Thanks for listening!

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In this episode, Rode Dog and Karl Bryan dive deep into some of today's biggest “hot button” business topics, including Tariffs, AI disruptions, and industry insights for business coaches. They also mix in some fun with Canadian culture, hockey heartbreaks, domains as investments, and give practical advice for coaches looking to future-proof their businesses. Key Topics & Takeaways 1. Tariffs, Trade, and Global Shifts Rode Dog kickstarts with a question about tariffs, leading Karl to discuss how trade wars (like the US-China standoff) are shaking up global production strategies. Example: Apple's iPhone production moving from China to India. While tariffs achieved moving manufacturing out of China, it's not returning to the USA, and may result in higher costs for consumers. Karl predicts India could be the next global superpower due to its English proficiency, young population, and established legal system. 2. The Next AI Boom: Vertical AI Agents AI is evolving fast; Karl introduces the idea of "vertical AI agents" — specialized AI systems designed to automate and optimize niche business processes. Example: Instead of broad tools like ChatGPT, imagine specially-built AI tools just for onboarding new coaching clients or handling unique business tasks. Takeaway: Coaches and entrepreneurs should think ahead about how to leverage AI to streamline their own offerings or improve their clients' systems. 3. Industries Most (and Least) Affected by AI Karl flips the usual question—rather than only asking which industries will be disrupted, consider which won't be. Industries ripe for disruption: accounting, finance, healthcare (especially wearables/predictive analytics), cybersecurity, transportation (self-driving vehicles), inventory management, customer service. Industries less vulnerable: Pest control, roofing, painting—businesses unlikely to be targeted by tech giants or replaced by automation (at least, for now). Expect living and business costs to decrease over time as AI reduces overheads across sectors. 4. Adaptation Mindset: Fear, Anger, and Opportunity Major take-home: Don't let fear or anger about change (like AI) hold you or your clients back. Be proactive—learn, experiment, and adapt. Karl reminds listeners: successful entrepreneurs are lifelong learners. Don't get “owned” by past habits or anxieties—stay focused on yourself and actionable progress. 5. Opportunistic Investing (Stocks & Domains) Rode Dog puts Karl on the spot for a “stock pick”—Karl mentions Uber and Spotify as blue-chip plays, but heavily caveats this is NOT financial advice. Karl also shares his continued belief in premium domain names (.com > .net/.org/.ca) as a long-term, low-maintenance investment—with an eye on branding and digital real estate in the coming years. Note: For Canada-specific strategies, .ca domains are useful for patriotic/niche marketing, but .com still reigns for long-term value. 6. Humor & Human Touch The hosts riff on the heartbreak of being a Toronto Maple Leafs fan and the Canadian experience, adding levity and relatability for their audience. References to newsjacking (tying your marketing to current events), mindfulness, and living a long life (for maximum benefit from the AI age). Karl's Zen Moment / Closing Thought The two emotions most likely to stop you reaching your goals: Anger and fear. To escape the loop, focus less on the unchangeable past/fear and more on next actions. “You'll be remembered for what you refuse to give up on.” It's never too late to retool—Ray Kroc started McDonald's at 52; Colonel Sanders in his 60s. Focus on what you help people build, not just what you say. Resources & Links: Learn more about business coaching and get access to exclusive resources at focused.com For pre-show, daily emails, and deeper dives, subscribe to the podcast and community. Quote of the Episode: “No one's interested in something you didn't do.” – Karl quoting the Tragically Hip Remember: Progress equals happiness! If you enjoyed the episode, please subscribe, share with a fellow coach, and leave a review. See you next week on Business Coaching Secrets! Ready to elevate your coaching business? Don't wait! Listen to this episode now and make strides towards your goals. Visit Focused.com for more information on our Profit Acceleration Software™ and join our community of thriving coaches. Get a demo at https://go.focused.com/profit-acceleration

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.

Christians are not hamburgers. Ray Kroc leveraged assembly line technology to improve fast-food and then franchised McDonald's. God didn't assembly line you. If God made everybody different, let's not.

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.

Send us a textThe arbitrary deadline of turning 40 has long been accompanied by the ominous warning that "a fool at 40 is a fool forever." But is this cultural expectation rooted in truth or merely a societal construct that creates unnecessary pressure?Drawing from personal experience and historical examples, I challenge this limiting belief by highlighting remarkable success stories that defy age-based expectations. Harlan Sanders founded KFC at 65, Gordon Bowick launched Starbucks at 51, and Ray Kroc transformed McDonald's into a global empire at 52. Vera Wang and Joyce Meyer both began their impactful careers at 40. These examples aren't exceptions—they're powerful reminders that your timeline isn't dictated by cultural norms.When I turned 40 in 2017, I faced what felt like attacks on all fronts—corporate challenges, spiritual warfare, and financial pressure. This period of darkness nearly broke me but ultimately became the catalyst for writing my first book and creating this podcast. What appeared to be a season of failure was actually preparation for purpose. Through this experience, I discovered what I now share with you: "The wisdom of patience will teach you speed." Every trial builds competence, character, and capacity for your ultimate calling.Modern achievements like Forbes' "40 Under 40" lists amplify the pressure to perform by certain ages, yet these arbitrary metrics ignore divine timing and individual purpose. Instead of measuring yourself against cultural expectations or corporate achievements, discover your God-given purpose and pursue it without the anxiety of comparison. You weren't created to fit someone else's standard but to fulfill a unique calling that transforms lives in ways only you can.Have you been feeling the pressure of age-based expectations? Share your journey with us and remember—your story isn't finished, and your greatest contributions may still lie ahead, regardless of your age.Support the showYou can support this show via the link below;https://www.buzzsprout.com/1718587/supporters/new

From the stories of the Gospels, Yeshua is gathering his troops closer and making his enemies, well, his enemies. Judas betrays him, The leadership mockingly test him. Historical marker includes Jackie Robinson and Ray Kroc.Support the showThanks for listening. Please share the pod with your mates, and feel free to comment right here! Write to Bob on his email -- bobmendo@AOL.comLink to https://www.facebook.com/profile.php?id=100078996765315 on Facebook. Bobs Your Uncle features the opinions of Bob Mendelsohn and any of his guests.To financially support the podcast, go to the Patreon site and choose Gold, Silver or Bronze levels. Thanks for that! https://www.patreon.com/BobsYourUncle To read Bob's 1999 autobiography, click this link https://bit.ly/StoryBob To see photos of any of Bob's guests, they are all on an album on his Flickr site click here: https://www.flickr.com/photos/bobmendo/albums/72177720296857670

It's that time again—Opening Day is here for the Padres (and Giants)! ⚾️ We're diving into some of the most legendary Opening Day moments in San Diego history, from the very first franchise win in 1969 to the walk-off magic at Petco's inaugural game in 2004. Plus, we revisit Ray Kroc's infamous stadium rant and the wild 11-run inning that left fans speechless.Looking ahead to 2025, can anyone catch the Dodgers? Did the Giants and D-backs improve enough to shake things up? And did the Padres do enough this offseason to stay competitive?We've got all that, plus the latest Opening Day odds, new eats at Petco (Michelin-star tacos?!), City Connect jersey updates, and what to expect during the Padres' first homestand.So grab your peanuts, crack open a cold one, and let's talk baseball—San Diego style.

Great line to remember. Listen in to a few ways I think about this line on a daily basis that you can apply to your life. Get The Warrior Dad book here - https://mybook.to/thewarriordad

This quarter of the Future of Agriculture podcast is made possible by Case IH: https://www.caseih.com/en-us/unitedstatesJ.R. Simplot: A billion the hard way by Louie AtteberySimplot company website“During World War II, Jack Simplot's plants produced thirty-three million pounds of dehydrated potatoes and five million pounds of dehydrated onion to fuel America's fighting men and women. In the 1960s, he helped McDonald's chief Ray Kroc turn the french fry into a national staple. In the 1980s, the Idaho farm boy with the eighth grade education played a major role in making the personal computer a household word. And as a new century begins, the company and the man show little sign of resting on the laurels.”That is from the book J.R. Simplot: A Billion the Hard Way by Louie Attebery which tells the incredible life story of J.R. Simplot, more commonly known as Jack Simplot. Today Simplot is a household name for those of us in agribusiness. The diversified global company has business interests in farming, ranching and cattle production, food processing, food brands, phosphate mining, fertilizer manufacturing, and other enterprises related to agriculture. But the humble beginnings it came from and the incredible evolution of the company has a lot of insights for all of us interested in the future of agriculture and is the focus of today's history of agriculture episode. Brought to you by Case IH: Case IH designs,engineers and produces cutting-edge farm equipment based on a comprehensive understanding of farmers' needs, wants and challenges, integrating these insights into their development and manufacturing.For example, take their Model Year 25 Magnum tractor. The new Magnum is purposefully designed to answer farmers' needs in every design and engineering choice. Improved horsepower for pulling heavier loads, faster. Bundled, integrated and ready-to-go precision tech for greater accuracy in the field. And a transmission farmers can tweak for improved control and performance in different tasks. That kind of design thinking is exactly where the future of ag is headed, and that's why you'll be hearing me talk to the folks at Case IH at different points throughout this quarter about what they do and how they're working to push the ag forward.

McDonald 's, uno de los gigantes pioneros de la comida rápida, registró este lunes unos resultados que decepcionaron al mercado. La compañía registró un beneficio neto de 2.017 millones de dólares, un 1% menos que en el mismo periodo del año anterior. Su BPA, de 2,80 y su BPA ajustado, de 2.83 dólares estuvieron en consonancia con lo previsto por el mercado. Una de las grandes culpables de esta caída ha sido la facturación, que ha pasado de 6.406 millones en el cuarto trimestre a 6.388 millones en este. Y es que el virus E.Coli trajo por la calle a de la amargura a la hamburguesería en octubre. El 22 de ese mismo mes las autoridades abrieron una investigación por los 50 casos de intoxicación que dejó este virus, entre ellos un muerto. Los efectos en la bolsa no se hicieron esperar: 24 horas después de saltar la noticia, las acciones de la compañía se desplomaron más de un 10%. A pesar de esto, Kempczinski mira 2025 con optimismo. Y es que este no es un año cualquiera. McDonalds cumple 70 años. Fue en 1955, cuando Ray Kroc, vendedor y fabricante de máquinas de batidos, se queda alucinado con la forma que tenían de trabajar los hermanos Mcdonald en su restaurante de California. La rapidez e incluso podríamos decir el “fordismo” que aplicaban a la forma de hacer hamburguesas se cuenta de manera magnífica en la película “El fundador”, dirigida por John Lee Hancock. En esta escena, Ray Kroc, interpretado por el ganador del Óscar, Michael Keaton, alucinaba con la rapidez de producir hamburguesas. En ese momento, vio la magnífica oportunidad de crear franquicias, algo que los hermanos Mcdonalds no supieron prever. De hecho, Kroc les hizo “una oferta que no podían rechazar” pero rechazaron: se negaron aceptar el 0,5 % de los ingresos brutos anuales de la cadena y acabaron vendiendo los derechos de la compañía por 2,7 millones de dólares. Además, el fundador de Mcdonalds hundió su restaurante, cuando abrió un Mcdonalds justo en la acera del frente. Mcdonalds parece que tiene clara su apuesta para 2025: seguirá apostando fuerte por el mercado chino, va a abrir la mitad de los locales que va abrir este año en China. Es un plan que tiene la mirada puesta en 2028: para ese año, el objetivo es superar los 10.000 locales.

Join Ben Kinney, Chad Hyams, and Bob Stewart as they explore the fascinating origin story of McDonald's. Discover how Maurice and Richard McDonald transformed the restaurant industry by pioneering fast food with their innovative ideas. Uncover the strategic moves and competitive spirit of Ray Kroc that turned McDonald's into a global powerhouse. Delve into lessons of efficiency, risk-taking, and adapting business models. Learn about McDonald's successes and flops, highlighting their unique journey from a modest start to a world-renowned brand. Tune in for insights that transcend the golden arches. ---------- Connect with the hosts: •    Ben Kinney: https://www.BenKinney.com/ •    Bob Stewart: https://www.linkedin.com/in/activebob •    Chad Hyams: https://ChadHyams.com/ •    Book one of our co-hosts for your next event: https://WinMakeGive.com/speakers/ More ways to connect: •    Join our Facebook group at www.facebook.com/groups/winmakegive •     Sign up for our weekly newsletter: https://WinMakeGive.com/sign-up •     Explore the Win Make Give Podcast Network: https://WinMakeGive.com/ Part of the Win Make Give Podcast Network

America has a sickness in both body and mind. The confirmation hearing of RFK Jr this week, and the general opposition to his appointment, is a prime example of this illness. Even many of the Republican supporters are only in his favor for political reasons, not for those of health, as is the case with his detractors. As these political stunts go, RFK Jr was belittled for quoting the NIH itself or for having reported on the weaponization of Lyme disease. He was hit with questions on climate as a driver of disease, rather than being asked about the companies that make the slop we call food; and their revolving door with government regulators. Interestingly, the same people most immune to C.O.V. are also the main perpetrators of poisoned and disgusting food in America. In fact, one of the most vile anti-RFK-Jr campaigns is about something called “goyslop,” the idea that McDonalds in particular, but fast food in general, is low quality but expensive trash sold to non-jews for immense profit. Now obviously the founders of the company, and even Ray Kroc, were not Jewish, but Harry J. Sonneborn was. Harry is the guy who expanded the business via franchisee land transactions. The work of Leonard and Myra Rosenblatt as franchisees also expanded the modern restaurant. The marketing team of Robert Bernstein and Skimp Rein, along with jewish artist Simms Taback, were instrumental in creating the modern image, happy meal, and toy program, despite the fact all jews are essentially forbidden from eating McDonalds due to dietary reasons. The same thing is true of Häagen-Dazs ice cream and American hotdogs, which have become lesser quality versions of Italian and German classics. Reuben Mattus, of Häagen-Dazs, wanted to sell ice cream at a premium price to wealthy Americans under the guise of a high quality label and a foreign sounding company name. Charles Feltman, on the other hand, wanted to sell frankfurters for cheap, so he slapped them on a lower quality bun and sold them at his restaurant. -FREE ARCHIVE (w. ads)SUBSCRIPTION ARCHIVEX / TWITTER FACEBOOKWEBSITEPAYPALCashApp: $rdgable EMAIL: rdgable@yahoo.com / TSTRadio@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/tst-radio--5328407/support.

They thought I was sent from corporate! McDonald's Breakfast is arguably the most desirable form of McDonald's, and my Ronald McDonald-looking-ass got to chow down on it with the king of the clowns, Clown Boss Chad Damiani! The Good: I got treated like a king for coming in dressed as Ronald (and I don't think they knew I wasn't sent from the higher-ups), the McGriddle hits (for me), the hash browns hit (for Chad), and they made no stink about me playing in the PlayPlace The Not Good: The Chicken Biscuit is the drier than heck, and the ordering kiosk gave Chad a difficult time The Just There: The Egg McMuffin What We Ate: Sausage McGriddle, Egg McMuffin, Hash Browns, Deluxe Pancake Breakfast with Bacon, & the Chicken Biscuit Chad made the mistake of romanticizing a diner that did NOT live up to any expectations of decency in this week's Calibration Station "Fine" Dining is now on video! Head on over to my YouTube to watch this episode! Music by: James McEnelly (@Ramshackle_Music) Theme Song by: Gabe Alvarez (@spooky.gabe) Segment Transitions Voiced by: Sandy Rose "Fine" Dining is on Patreon! Get an extra episode every month (In just a couple days, my January Patreon exclusive episode drops, and I get to cover my all-time favorite burger chain, Dan's Hamburgers out of Austin, TX with my friend Gabe Alvarez), extended Yelp from Strangers segments every other week, merch discounts, download access to our music including the 7 singles from our Olive Garden musical, and more! Patreon Producers: Joyce Van, & Sue Ornelas   Get the 5 Survival Tips for Casual Dining at www.finediningpodcast.com!   Join the show's Discord server: https://discord.gg/6a2YqrtWV4   Send in your McDonald's stories at finediningpodcast@gmail.com.   Follow the show on TikTok and Instagram @finediningpodcast Follow Chad on Instagram @thechaddamiani   Let me know where I should go next by leaving us a review on Apple Podcasts, Spotify, Amazon Music, PodcastAddict, Overcast, or wherever you get your podcasts. I read every one!   Next week on "Fine" Dining: The Third & Final Hooter-Bowl [Part One]! I drive all the way to Las Vegas to stay at the Hooters Hotel & Casino (now branded as the OYO) to eat at the only Hooters in the country to serve breakfast with my good friend Alexander Poncio. Ever work at Hooters? Send your stories to finediningpodcast@gmail.com.

Send us a textJoin me on an exploration of Shangri-La studio's rich musical history. A legendary music studio that was spared from the flames of the devastating Los Angeles wildfires. With intriguing stories of The Band and Bob Dylan and Dylan's iconic tour bus-turned-recording space, you'll gain a fresh appreciation for this studio that's been a haven for music legends like Eric Clapton and Richard Manuel. Together, we reflect on the studio's significant contributions to music, from the albums of Adele, Kings of Leon and Mark Knopfler, and consider the critical importance of preserving our musical landmarks.Shangri-La's walls have borne witness to a kaleidoscope of musical genius, and this episode is a walk through those hallowed halls. Listen as I unravel the story behind a song inspired by Ray Kroc's life. Discover how Mr. Ed, the talking horse, plays into this tapestry of anecdotes, mixing music history with pop culture and a dash of lighthearted trivia. You'll also hear about the studio's eclectic legacy, featuring sessions with Metallica, U2, and Depeche Mode, that continue to captivate artists and audiences alike.From 'Love Stinks' from the J. Geils Band to the iconic song "Don't You Forget About Me" by Simple Minds, we journey through transformative songs and bands that have shaped the musical landscape. As we reflect on paths that lead to varying levels of success, there's a heartfelt call to embrace every musical story, big or small. “Music In My Shoes,” where we blend stories of music history with personal reflections and keep the melody playing."Music in My Shoes" where music and memories intertwine.Learn Something New orRemember Something OldPlease Like and Follow our Facebook and Instagram page at Music In My Shoes. You can contact us at musicinmyshoes@gmail.com.

What are the 7 Stages?. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So what are these 7 stages? We've been talking about them a lot already. Let me give you an overview of each of the 7 stages before we get more into it. Stage one is the strategic planning stage. This is where your dream is born, you're going to focus on the direction, the planning of your company, you're going to sell your business first, then you're going to create it. Well, what the heck does that mean? Have you ever heard of a franchise? Ray Kroc, way back when he had the idea of selling businesses to people when they didn't exist, and then creating them later on. He actually had to convince the government that it was not fraudulent. Have you ever bought a home or an apartment just by looking at the building plans when there was nothing but a hole in the ground, and a building was going to be built later on? That build or that developer sold the business first, created second. A very common practice in this day and age when they build new sports arenas is they sell what's called Personal seat licenses before the venue is ever built. They sell you the right to buy that seat once it's made. In other words, they sold the whole stadium. They sold out the stadium before the stadium was ever built. Have you ever bought a ticket to a performance that has not debuted yet? Have you ever pre purchased a book or a record album or musical album or DVD or CD? Anyone who pre sells anything, is selling the business first and creating second. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Duke and $1000 The NY CF's Rocky Bridges Don Zimmer Bavasi, Ray Kroc, and Doug Radar Commissioners ... who was the best Dr. Bobby Brown 3B and Cardiologist Sparky, Gene Autry and Gene Mauch Reese, Pesky, Moose, and Gorman Scouts Agents Umpires and Owners Reggie and Nolan

Former President, San Diego Padres.  McDonald's Board of Trustees 1983-97. Seen with the late Joan Kroc.

Corporate and the local operators. Change or die. Alex P. Keaton. Ray Kroc. Fred Turner. THREE LEGGED STOOL (not poop). Private equity. Balloons. Kill yourself with whatever is left...

In this episode of the Kankakee Podcast, host Jake LaMore revisits the history of the Noble Dairy Queen with guest Joe Rintelman. Initially aired in December 2022, this re-release corrects earlier inaccuracies and offers a comprehensive look into an iconic local institution.--Joe Rintelman, a teacher turned family business member, shares the fascinating journey of Dairy Queen's rise, from its inception in Joliet in 1940 to Sherb Noble's military service and his enduring impact on the brand. We delve into the pioneering days: the innovative custard-making methods, the development of the first soft-serve machines, and the strategic avoidance of market competition in Kankakee.The episode highlights the pivotal role played by Sherb Noble, a man with a quiet demeanor but a formidable work ethic, whose leadership spanned generations. Despite the trials of World War II, Dairy Queen persevered, thanks to dedicated managers like Jim Odette, and continued its tradition of local community impact.Listeners will appreciate Joe's insights into Dairy Queen's product evolution, from the early "ice milk" days to the revolutionary Blizzard, which redefined how desserts were enjoyed. We touch upon interesting historical ties, like Ray Kroc's brush with Dairy Queen before founding McDonald's and how local traditions, such as making Dilly Bars and cakes in-house, have maintained longstanding community connections.Join us as we explore the legacy of Dairy Queen through Joe's personal anecdotes, stories of resilience, and a deep dive into the brand's unique offerings. Whether you're a longtime fan or a new enthusiast, this episode is a testament to the enduring appeal of Dairy Queen and its special place in the hearts of Kankakee's residents.So, grab your favorite Dairy Queen treat, sit back, and tune in to relive the rich history and community spirit that makes the Noble Dairy Queen a cherished local landmark.Send us a text Support the show

What did Ray Kroc, Maya Angelou, Margaret Thatcher, and Malcolm X all have in common? (Don't worry - this isn't a dirty joke!) They were all opsimaths, i.e. a person who blooms late in life. In his new book SECOND ACT: What Late Bloomers Can Tell You About Success and Reinventing Your Life, author Henry Oliver shares the stories of well-known people whose greatest accomplishments happened in or past middle age. In other words, there's still hope for you! Maybe you're 45 and haven't written the great American Novel yet. There's still time! You're 55 and haven't made your first million or billion? There's still time! You're 65 and havne't gotten elected to political office? Well, let's not push it, but you never know. If you are indeed an opsimath, you'll keep working toward your goal for the sake of the thing and not in hope of any extrinsic rewards. In this informative and sometimes humorous conversation, Henry and I—two urbane gentleman that we are—discuss the following: Fluid intelligence v. concrete intelligence Why motivation is the closest thing we have to magic.  How and why to stay in the game as you get older The commonalities among late bloomers include hard work, intrinsic motivation and a willingness to keep trying and learning. The similarities between Ray Kroc's relationship with the McDonald brothers and Mark Zuckerberg's relationship with the Winklevoss twins. How Katharine Graham's family's suffocating wealth both helped and hindered her development Pre-order Henry's book here. Subscribe to his Substack here.  WAIT - don't go until you've done 2 out of these 3 things:

Every company has an inside, an outside, and an engine.This is why successful companies have a Mother, a Trumpet, and a CEO.The CEO chooses a destination and builds a machine to take us there.The Mother looks inward to the people in the company.The Trumpet makes beautiful noises for the public to hear.The Mother in your company is the person everyone goes to when they are frightened, angry, or confused. The Mother keeps your family traditions alive and makes sure that everyone feels included. (“Mother” refers only to the role in the company. It can be a man or a woman.)If your company has a strong culture, your people will deliver exceptional customer service. They will do it because their Mother has convinced them of who they are. Your company culture and your customer service will be average at best if your people don't have a strong Mother to comfort, encourage, and motivate them.The Trumpet is the person who makes the public think highly of you. Your company will become the one people think of first – and feel the best about – when your Trumpet plays the kind of music that people love to hear.Let's review:The CEO is the visioncaster who is building a Rube Goldberg machine of systems and procedures and vendors and processes and levers and pulleys and profit margins represented by all those flow charts and diagrams and spreadsheets.The Mother makes the internal business strategy come alive through employee feelings and actions.The Trumpet makes the external business strategy come alive by using media to deliver stories that will bond future customers to your company.The Mother and the Trumpet must know, like, and respect each other, because they are the left and right hand of a person playing basketball.Back in the early 2000's, when McDonald's had lost their way and was circling the drain, they asked their original Mother to come out of retirement and help them get back on track.In a June 27, 2004, story called “McDonald's Finds Missing Ingredient,” Chicago Tribune staff reporter David Greising wrote:“Fred Turner did not need to look at financial statements to know McDonald's was in trouble. He could taste it. The man who worked alongside founder Ray Kroc to turn McDonald's into a global colossus, Turner noticed when penny-pinchers at corporate headquarters changed recipes to cut costs.”The article ends by saying,“The return of the special sauce is one of hundreds of changes, big and small, that McDonald's made after they made a return to ‘Inspect What They Expect,' and the result was one of the most stunning turnarounds in corporate history.”Fred Turner's ‘Inspect What They Expect' program taught and encouraged McDonald's employees to make sure that customers received the happy experience they were expecting.Fred Turner was the “inward-facing” Mother who made McDonald's operationally excellent.Keith Reinhard was the “outward-facing” Trumpet who made McDonald's famous.Keith Reinhard told us that a trip to McDonald's would be a transformative experience:“You deserve a break today, so get up and get away, to McDonald's” and that famous advertising jingle for the Big Mac, “Two-all-beef-patties-special-sauce-lettuce-cheese-pickles-onions-on-a-sesame-seed-bun… You deserve a break today, at McDonald's.”When Keith Reinhard wasn't busy writing McDonald's ads, he wrote, “Just Like a Good Neighbor, State Farm Is There.”Reader, do you trust me enough to let me to offer you some insanely good advice?Tear up your mission statement. It's just a collection of aspirational words on paper. The hearts and minds of your people are not guided by that paper, but by the mother whose face they see and whose voice they hear. Do you know who your Fred Turner is?Quit looking for an

Kiera educates listeners on how to install systems in the billing department that can better flow out to the clinical teams so denials and old balances can disappear once and for all. Episode resources: Reach out to Kiera Tune Into DAT's Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Tramscript: Kiera Dent (00:00.59) Hello, Dental A Team listeners. This is Kiera and man, let's do a little billing 101 for you all today on the podcast. Who's excited for billing? How to deal with denials and old balances. How does that sound? You guys, I am not your expert biller, but you know what? We're going to have a good time with this. I know enough about billing to make me a little wild. And so I hope you guys are excited about it. I feel like let's do a quick tactical practical for you.   a few things around billing. As always, thank you for being a part of our Dental 18 podcast family. I adore you. I enjoy my time hanging out with you. I love to podcast with you and I love to give you tactical tips that you can take back to your practice and make your practice even better. As always, just share this with one person today. I ask that you guys just share it, put it in a podcast or a Facebook group, share it with a friend, send a text message to somebody, but just share it. That's how we're gonna be able to get into the hands of every single dental practice.   and truly be able to hit our mission of positively impacting the world of dentistry in the greatest way possible. So dealing with denials is super annoying and we've got some expert billers Shasta with Paragon, Sarah O 'Brien with Evolution Billing. They're incredible. And so this is just going to be kind of a high level. I also love Josh Smith with dental claim support. Be sure to tell them Dental A Team sent you if you need that, but dealing with the denials I think is really just getting into it and figuring out why are we getting these denials?   having your biller look through and what is it contacting you. I think so much of the denials is education and then putting into place a system so we don't get those denials. So calling them and researching and figuring out why are we actually getting denials on the buildup? What is it? Most of the time, the reason your buildup is being denied is because they require it to be on a seat date, not on the prep date. And if you will submit the seat date with it, you usually will get those buildups done. But calling the insurance company, finding out why was this denied? It should be covered.   And then getting the proper, the proper documentation is truly going to help. We just actually did a doctor think tank with our, our clients. We have a think tank with our doctors and I absolutely love it. I call it the let your hair down, come hang out, ask the questions. But we actually just did one on all things billing. It was one of our best attended think tanks because the doctors really don't understand what to do with it. And so how do we actually handle denials is just because they submitted denial does not mean it's a denial.   Kiera Dent (02:23.598) What we need to do is we need to research it, we need to figure it out. And then if we're getting denied because we don't have an intraoral, we don't have an x -ray or we didn't get the correct radiographs or we didn't have the correct information within our notes, like I was talking to an office the other day and they said, we need this, all this information from the doctors on these bigger cases to get it approved. And I said, fantastic, make a note template and then update the note templates to give you everything that you need. And I think so many practices feel like that's too hard. And to me, that's being proactive on the problem rather than reactive on the -   on the flip side. The reaction side is that we got the denial. The proactive is how can I actually set this as a system within the note template that we know we're gonna fill in every time to make sure that we actually get these pieces. Other things you can do if we're missing the documentation is put an intra -oral photo as part of the deliverables that are being in the procedure. So if it's a crown or it's a filling, put X -ray, intra -oral. So it's part of what they actually have to submit that we did do those items.   and then also put it in the note template. It could be the very first pop -up when they go to put a crown in of take X -ray. Like you literally can make a pop -up on there in your note templates of reminding them to take that X -ray right before we get started. Or intra -oral, you can also have it like we took an intra -oral. Dental assistants, please, please, please, I'm gonna say this. Start your notes as soon as you start the procedure because if you go through, you already know what you're gonna do for the bulk of it.   your note pretty much done before the procedure even starts. So it's going to remind you to take the extra. It's going to remind you to take the intra oral, have the intra oral as part of your prep setup for the fillings and the crowns, knowing that we need to take those x -rays for hygienists with the SRPs, making sure you have that in there as well. But often into those note templates, it can just be simple like that or having it on the route slip, add it into the treatment plan of these are the items that we need to do. So we prevent those denials and then the billing team educate.   your clinical team. Now, with that said, billers, you're super, super, super detailed and I love you for that. Clinical teams are not usually as detailed and so oftentimes what I watch is there's a divide between the clinical team and the billing team because the billing team's like, we need all this and they make it very hard. So the clinical team's like, fine, we'll do our best, but it's going to be too hard. So coming to a middle ground of billers, what is truly the one, two, three things that you have to have?   Kiera Dent (04:40.27) for 90 % of the claims, I understand that there will be 10 % that we need something different. What can we do that's a true system to make it easier for people as opposed to just being like nuance. For example, I was talking to an office the other day and they said, Kiera, we have to have the doctors write this whole thing. I said, not a chance. They're not gonna do it. So what could we do instead? And they're like, well, I just have to have all this information. And I said, but like break it down for me. Like, what do you really have to have? So they were telling me and I said, all right, well, like let's put that in a note template.   And they said, yeah, but like, that's not going to work because the doctor has to fill it in. And I'm like, the doctor's not going to do it. So let's find an alternative where they're not going to do it. Just like billers, like your clinical team is not going to write a huge narrative. Can you have pre -made narratives for them of, you know what the insurance is going to ask for. You do all the billing. Make a quick pre -made narrative for a crown of like, crown was replaced because of that, that, that, that, that have that as one option. Crown was replaced because.   or like initial placement of the crown or make multiple templates for it of initial placement of a crown, replacement of a crown, how old was the crown, like put that in there of the information that you need because I understand from a billers perspective that it seems so we need all these details. But the reality is most of them fall within patterns and if we can just get the quick patterns done where 90 % of our claims are being covered, amazing. But I say that's on the billers responsibility is to figure out why was it denied?   build the system so the whole team can follow through and then make sure that it's happening consistently. So don't just tell them telling does not ever work. People don't change behavior by just telling make it into a system to where it's a fail proof. Like I think about Ray Kroc with McDonald's. If he just told them like, I need you to make sure that those fries are taken out every whatever minutes. People are not going to remember to do that. So he said a buzzer that would go off constantly for him that made sure that people take the fries out of the fryer so they don't get burnt.   In practices with systems, I feel like so often we don't realize you need to build a system that doesn't require people to think. It just requires them to fill in the template and then you get everything you need. So looking with those denials, how do you handle them? It's researching the company, finding out why, fixing the note template and educating the team. But like I said, make it into patterns and make it simple for your clinical team because they're not going to sit there and write a narrative. Your doctors are not going to fill in these whole things. Build narratives as a builder.   Kiera Dent (07:00.654) So that way your team can quickly just choose it and you get 99 % of what you need to begin with and you're not chasing it down. I think that's a really great way to deal with denials. And then I'll pivot gears real quick on how to handle old balances. So when we're looking at it, and I think these both go in the billing world is like, so that's how we deal with the denials and that's how we build a system for our team. Now on the flip side, we've got the AR, right? And so billers should be in my opinion,   Every single month going through every single account. Yes, I said every single account. And I have a lovely spreadsheet that I love for our offices that I give them of this is how you actually track every account. It's statement one, two, three. We make, when we do statements, we send it out as a text. We're not mailing statements. You can still mail, but I would definitely recommend connecting with Moolah. If you're mailing out statements, they're an incredible payment processor. Be sure to tell them Dental A Team sent you because you guys do get preferred rates with Moolah.   But what's awesome about them is like they have a whole drip campaign so statements get done. But on your billing spreadsheet, it should be statement one, two, three. We know we've called them. We've got the insurance follow up. We've got the payments. But every month your biller should be able to tell you every single account in the AR of what's going on. Because once we do that, then with these old balances, I know that you've had about three months of trying to collect on these old balances. And then if we can't, what I usually recommend is once we've gone through and the doctor sees how much.   Number one, why did we get the old balances? Like what happened to get this? And did we fix and create a system? So this never happens again, because what I hate more than anything is writing off money, but we never fixed the problem. And so it's just as leaky bucket. We write money off, but we never fix the leak in the bucket. So you've got to find a way to fix the hole in the bucket by building a system. So before I ever allow a team to write old balances off, I make them build a system to where this never happens again, because you don't want me taking the X amount of money out of your paycheck.   This is truly your paycheck by having to write off these old balances. Now I understand it could be a bill or left or different things in place, but if a bill or left, it wasn't a system. You need to have a system in place to make sure this doesn't happen. So with that, we set up a system so it doesn't happen again. We figure out what we did wrong. Maybe we didn't have timely filing on it. Well, great, let's set up an alert. This is where the spreadsheet comes into play so we know we always have timely filing on it.   Kiera Dent (09:18.254) Maybe it was the fact that we didn't have the correct estimates in there. Amazing. All fee schedules have to go in. We have to have signed ones. We have to bill them if we don't have it coming back from insurance. We follow up with the insurance every like two weeks to make sure that we're getting all these claims paid. And so with that, once all that's done, then what we do with these old balances is I set a day and I just say, this is the bad day. Doctors, we write all this off as old debt. You can decide if you want to send them to collections. You can decide if it's old debt, but we just...   We write it off, we zero out those accounts, we can set a note so that way if the patient ever does return to the practice, they are required to pay that amount before they're able to be seen. But we literally just zero it all out. Usually I have offices work on this for three to six months before I zero it out. And then we just know, and I try to do it at a set time so I know May of this year or June or December is when we're gonna just write it all off so that way the books are truly clean.   but I'm going to try and collect every single penny because I feel like that's my job. The work was done and we owe it to our practice to collect the money and to our patients to train them that they do need to get paid. Now, sometimes if it's old, you might be able to strike some deals of like, let's do a 50 50 or like all right off 20 % of it. You pay 80 % of it. I try to strike some deals with patients just to get payments paid. You can also again work with a processor and you can make payments.   So that way the patient can pay over time on this balance if it's old and they weren't expecting it. And verbiage for that is like, hey, we were going through our accounts and we noticed that there's a balance on your account. We do need to get that paid. I can take card over the phone. I do Visa or Amex. Which do you prefer? Now they're like, I wasn't expecting this. Amazing. Let's do a couple of payments. And just have a payment process in place where they can pay it maybe over the course of three months, six months, whatever you guys choose to do.   But the goal is that we get these balances taken care of. And I'm just very confident with it. You don't need to say that, we lost a biller and we didn't know about this. I can't tell you how many times I have companies from six months ago, 12 months ago, they say, hey, we're reviewing our accounts. And we noticed that this balance was still remaining on your account. We do need to get it taken care of. We accept a credit card and we do need it paid by this date. It's like no nonsense. That's how other companies do it. So just so you know,   Kiera Dent (11:33.326) That's what happens and they do audit their accounts quite often. It's very common. This is why there's auditing people. This is why there's accounting teams is because their job is to true up and make sure the balances are all correct. And I know we feel guilty like, well, we should have been doing this. Of course, we should have been doing it, but we didn't. Today, we know that these people owe money for work that we did do. We're not going after them for money that we didn't actually do the work for. You did the work. And so we need to get those balances cleaned up and taken care of.   So that's my recommendation. And I know I did like a really high level for you guys on denials and balances, but the goal is, I hope you guys take from everything is there's gotta be a system so that way we stop having the denials and we stop having the balances and we stop the bleeding at the top as opposed to constantly like putting water in a bucket that has an open hole at the bottom. Build the systems, make it very simple for people, have the spreadsheet, doctors have a meeting with your billers every single month.   where you review every account that we were not writing off things. I had an office that just wrote off accounts. Make it to where they can't write off accounts without your approval so you know every account that's being written off and you will A -okay that because at the end of the day you did the work and you should be paid for it. So that's like I said, a very high level. I recommended a couple of billing companies if you guys need help with that. But truly getting this set up with practices and giving doctors and teams the confidence and the know -how is what I'm obsessed with doing in Dental A Team.   That's why I love consulting because I'm able to give you the tools and the resources of what to do with these items in depth for your practice. So be sure to reach out Hello @ TheDentalATeam .com. And as always, thanks for listening and I'll catch you next time on the Dental Elite Team podcast.

Chapter 15. Set Up Your Automated Prospect FunnelWant access to the books in this series?Go to: PlatformGrowthBooks.comIn this episode of the Market Your Message show, Jonathan Milligan, author of the 'Your Message Matters' series, continues with his book 'Launch Your Platform.' He shares valuable insights on setting up an automated prospect funnel to grow your personal brand. Jonathan illustrates the strategy with the story of how Ray Kroc expanded McDonald's. He then dives into practical steps listeners can follow: creating a lead magnet, setting up an automated welcome email, and crafting follow-up sequences. Learn how to turn cold traffic into loyal followers and scale your business effectively. Introduction Day 15. Set up your automated prospect funnel Creating Your First Lead Magnet Setting Up Your Automated Welcome Email Creating Your Automated Follow-Up Sequence Day 15 Exercise Day 15 Key TakeawaysSend us a Text Message.Implement the Blogging System that 40x My Online Business! Click here to get the training video

Co-Host Dominic Brightmon (https://mountaintoppodcast.com/dom) Let's face it, every time you watch a biopic about a massively successful businessman--like, say, Steve Jobs, Ray Kroc from McDonalds or that guy from Blackberry--they're almost always a real jerk. Most of us as men would love to be massively successful, but do we really have to be a d*ck about it? My returning guest is author and podcaster Dominic Brightmon, and let's just say this conversation is 'game on'. For starters, businessmen aren't the only successful men out there. Does the power of being a jerk--or not--depend on what you actually do for a living, and or what you're trying to accomplish? And by the way, being a ruthless nasty guy isn't the only way to be a d*ck on the road to success, is it? And on the other hand, there's GOT to be a secret to being an effective self-promoter while still being likable and even charismatic, right? How can some (and I mean VERY few) truly arrogant men still pull that off, for example...say, Muhammad Ali? How does the infamous and currently popular topic of self-awareness play into all this? What's the difference between true influence and common bullying? Can you really take yourself less seriously and still be a man of extreme influence? How is that possible? And by the way, am I really the only one whose high-school girlfriends stuck their tongue their ear when making out? Check out the Masterclasses, the free downloads and get on my calendar to talk for FREE at https://mountaintoppodcast.com === HELP US SEND THE MESSAGE TO GREAT MEN EVERYWHERE === The content in this show is NEVER generated by AI. I discovered it can't handle a joke a long time ago. Meanwhile, I'll keep the practical, actionable ideas coming as well as the entertaining part...all for free. If you love what you hear, please rate the show on the service you subscribed to it on (takes one second) and leave a review. As we say here in Texas, I appreciate you!

https://youtu.be/e1ZHic5SQqM Andre Laplume, Professor at the Ted Rogers School of Management at Toronto Metropolitan University, is driven by a deep understanding of how employees start a spinout venture. We discuss the key moments that spark employees to leave their corporate roles and start their own ventures. From strategic disagreements and personal conflicts to ethical dilemmas and liquidity events, he sheds light on the diverse reasons behind these entrepreneurial leaps. He introduces his framework, which focuses on preparations and considerations, addresses strategies and challenges faced during the transition, and highlights post-launch steps for managing and growing the new business.  He also introduces the idea of hybrid entrepreneurship, where individuals juggle side projects while still employed, eventually turning their side hustle into a full-fledged business. Andre's new book, Spinout Ventures: Transition from Employees to Entrepreneurs, is a valuable guide for aspiring entrepreneurs and managers alike, offering practical advice on turning corporate frustrations into entrepreneurial success. --- Start a Spinout Venture with Andre Laplume Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and my guest now is Andre Laplume, professor at the Ted Rogers School of Management at Toronto Metropolitan University and the author of Spinout Ventures: Transitioning from Employees to Entrepreneurs. Andre, welcome to the show. Thank you, Steve. Thanks for the invitation. I look forward to it. So, Andrei, let me ask you, what is your personal Why and what are you doing to manifest it? Yeah, I mean, my personal Why, so I'm a researcher, right? That's my main profession, and I research startups, and entrepreneurship is my main topic of focus. And I've been doing this for about a decade. And what I found out and what led to this book actually is that most prospective entrepreneurs are not really being coached very well that I feel they're being coached down. Perhaps a more mythical path about what entrepreneurship really is and many of them think that entrepreneurship is something they can do at 19 years old or 20 years old, and sometimes it is, but, realistically, a lot of the startups that we're seeing today, the more sophisticated startups, they aren't founded by 19 and 20 year olds. Most of them are actually founded by fairly seasoned employees who have years of experience at a larger company and who have decided to leave and start a company. And I think that the more that I did research on this phenomenon, which we're calling spinouts or spinout ventures, where employees leave to create their own ventures, the more I found out that they were very prominent and also more successful than other types of startups. So that's really what led me down this pathway, that, okay, we're living in a culture where the wrong narrative about entrepreneurship is being pushed, and so my purpose in this is to try to change that narrative and to make it more realistic. And also, I think that that sets better expectations for real entrepreneurs so that they don't believe the myth. Yeah, that is so interesting that you mentioned this myth, because I think it has its uses, but it also has its drawbacks. I think the uses of it is due to a popular idea of entrepreneurship. I think it's not a bad thing. I do think that entrepreneurs need a level of dreaminess or ability to dream in order to get started because the flip side of it is that experts very rarely start companies because they see so many pitfalls and so many potentials to go wrong that it paralyzes them. So in some ways, I think there is a use in mythologizing it. But on the other hand, I do agree. And I think there are statistics that the average founder is actually not 23 years old, but something like 45 or 48 years old or something like that. That's right. I think it's 45. 45. And I remember when I first heard about Ray Kroc and that he started M...

A Note from James:Today, we have a very special guest, Steve Forbes, who is arguably the world's leading authority on billionaires. Each year, Forbes magazine publishes the Forbes 400, listing the 400 wealthiest people on the planet. Although I sometimes disagree with the list, Steve always provides fascinating insights into what it takes to become a billionaire. Our conversation covers various intriguing topics about wealth, success, and the unique traits that make these billionaires stand out. Let's jump into it.Episode Description:In this episode, originally recorded on August 10th, 2018, James sits down with Steve Forbes, the chairman and editor-in-chief of Forbes Media, to explore the traits and strategies that define billionaires. Steve shares his wealth of knowledge from years of curating the Forbes 400 list, offering a rare glimpse into the minds and habits of the world's richest individuals. This conversation is not just about money; it's about understanding the relentless drive, innovative thinking, and strategic decisions that set billionaires apart. Whether you're an aspiring entrepreneur, a business leader, or someone fascinated by success stories, this episode offers unparalleled insights you won't find anywhere else. What You'll Learn:The key habits and mindsets that distinguish billionaires from millionaires.How billionaires maintain agility and innovation even as their companies grow.The role of passion and obsession in achieving monumental success.Insights into the economic and technological trends shaping the billionaire landscape.Real-world examples of how billionaires like Jeff Bezos and Warren Buffett manage their businesses.Chapters:01:30 - Introduction to Steve Forbes and the Forbes 400 list.03:12 - Why billionaires fascinate the public and insights on the self-made nature of most billionaires.05:00 - Discussion on Jeff Bezos hitting the $100 billion mark and the strategies of top billionaires.08:46 - The actual number of billionaires and their strategies for staying under the radar.13:10 - The differences in habits between millionaires and billionaires.18:14 - The importance of passion and seeing opportunities where others don't.21:11 - The evolution of media and Forbes' approach to digital transformation.25:15 - Inflation, deflation, and the economic impacts of technology and productivity.29:26 - Potential billionaire candidates for the presidency and their political prospects.32:11 - Billionaire Blitz! Quick thoughts on notable billionaires featured in James's book "Think Like a Billionaire."Additional Resources:Forbes 400 ListThink Like a Billionaire by James AltucherI Love Capitalism! by Ken LangoneForbes MagazineThe Two Pizza Rule: How Amazon Delivers High-Impact ResultsTune in for an enlightening conversation that goes beyond the numbers to reveal the essence of what it means to think and act like a billionaire. ------------What do YOU think of the show? Head to JamesAltucherShow.com/listeners and fill out a short survey that will help us better tailor the podcast to our audience!Are you interested in getting direct answers from James about your question on a podcast? Go to JamesAltucherShow.com/AskAltucher and send in your questions to be answered on the air!------------Visit Notepd.com to read our idea lists & sign up to create your own!My new book, Skip the Line, is out! Make sure you get a copy wherever books are sold!Join the You Should Run for President 2.0 Facebook Group, where we discuss why you should run for President.I write about all my podcasts! Check out the full post and learn what I learned at jamesaltuchershow.com------------Thank you so much for listening! If you like this episode, please rate, review, and subscribe to “The James Altucher Show” wherever you get your podcasts: Apple PodcastsiHeart RadioSpotifyFollow me on social media:YouTubeTwitterFacebookLinkedIn

What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. ----Get access to the World's Most Valuable Notebook for Founders You can read, reread, and search all my notes and highlights from every book I've ever read for the podcast. You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you. A few questions I've asked SAGE recently: What are the most important leadership lessons from history's greatest entrepreneurs?Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) How did Edwin Land find new employees to hire? Any unusual sources to find talent?What are some strategies that Cornelius Vanderbilt used against his competitors?Get access to Founders Notes here. ----Join this email list if you want early access to any Founders live events and conferencesJoin my personal email list if you want me to email you my top ten highlights from every book I read ----Buy a super comfortable Founders sweatshirt (or hat) here ! ----(2:00) Disney's key traits were raw ingenuity combined with sadistic determination.(3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. — Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)(6:00) Disney put excelence before any other consideration.(11:00) Maybe the most important thing anyone ever said to him: You're crazy to be a professor she told Ted. What you really want to do is draw. Ted's notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. — Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)(14:00) A quote about Edwin Land that would apply to Walt Disney too:Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn't know they had.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)(15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.His name was Walt Disney.Grinding It Out: The Making of McDonald's by Ray Kroc. (Founders #293)(20:00) Walt Disney had big dreams. He had outsized aspirations.(22:00) A quote from Edwin Land that would apply to Walt Disney too: My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.(24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.(29:00) He had the drive and ambition of 10 million men.(29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.(31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.(31:00) You have to take the hard knocks with the good breaks in life.(32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z(35:00) He sincerely wanted to be counted among the best in his craft.(43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.(47:00) Walt Disney wanted domination. Domination that would make his position unassailable.(49:00) Disney was always trying to make something he could be proud of.(50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.— Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)(53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.— Against the Odds: An Autobiography by James Dyson (Founders #300)(56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."— The Red Bull Story by Wolfgang Fürweger (Founders #333)(1:02:00) Steve was at the center of all the circles.He made all the important product decisions.From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.The demo was my question. Steve's response was the answer.While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.He was always easy to understand.He would either approve a demo, or he would request to see something different next time.Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.Much like the Greek Oracle, Steve foretold the future.— Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)(1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.(1:15:00) I don't want to be relagated to the cartoon medium. We have worlds to conquer here.(1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.(1:23:00) He kept a slogan pasted inside of his hat: You can't top pigs with pigs. (A reminder that we have to keep blazing new trails.)(1:25:00) Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.(1:33:00) It is the detail. If we lose the detail, we lose it all.----Get access to Founders Notes ----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast