Podcasts about RC Cola

We've got all the good times your ears can handle with a fun-filled episode about LOVE AND MONSTERS (2020)! We talk about the great cast, the gross-out monsters, being afraid of holes, and so much more! We also talk about this stuff: Tattoos of celebrities' faces on our body, RC Cola's new Zero Sugar varietal, Christian metal music, the 2024 comedy-horror ‘Y2K' and the accompanying episode 44.75 of the Nüdis Colony podcast, and how to pronounce Laufey! ———————————————————— To see images of the stuff discussed, look at your device's screen while listening! Go here to get some LTAS Merch: tee.pub/lic/huI4z_dwRsI Email: LetsTalkAboutStuffPodcast AT gmail DOT com Follow LTAS on Instagram: www.instagram.com/ltaspod/?hl=en Subscribe to Steven's YouTube channel: youtube.com/@alittlelessprofoun…si=exv2x7LZS2O1B65h Follow Steven on Letterboxd: letterboxd.com/stevenfisher22/ Brent is not on social media. A 5-Star rating on your podcast app is appreciated! And if you like our show, share it with your friends! DENEICE'S JESUS.

This is a very special episode of TatD. I mean verrrrry special. During a "social media day" we shared back in February, I was thrilled to hang out with my fellow bandleaders of Asian American Pie II coming up on May 17th at MilkBoy in Philadelphia.Carissa Matsushima is the powerhouse band leader of Kikashima.Judah Kim is AAPie co-founder and my first two-time guest on the show.Listening back to the conversation, which happened at the West Chester Diner in lovely West Chester, PA, I think both Judah and I were more than happy to focus on hearing Carissa tell the story of her upbringing in southern California, where she had a very different  cultural experience than we east coast Asian kids. She eventually moved to New York to attend NYU where she studied experimental theater and began writing songs. Only after college and her eventual move to Philly did she really begin sharing her music and her stunning and unique voice with the world.In addition to learning about Carissa's early life in a predominantly Asian / Latino community, we discussed the pressing matters of eating Taco Bell in the light of day, and what ever happened to RC Cola. Suffice it to say, the three of us get along swimmingly. I hope you enjoy this episode and if you're checking this out before May 17th, 2025, you should absolutely come out to Milkboy and get yourself a slice of Asian American Pie!

Welcome to KFS Study Hall - the official Twitter Spaces show of Knicks Film School - Hosted by Shawn, Kris & Mensa!You are listening to our show from Saturday, April 26th.Follow Knicks Film School on Twitter and sign up to be alerted whenever we go live!SIGN UP FOR THE NEW BRUNSON TIER ON PATREON TO GET BONUS CONTENT FROM BENJY & DJ!FOR AN AD-FREE, UNINTERUPTED VERSION OF THIS EPISODE, SIGN UP FOR THE MELO TIER ON PATREON!CHECK OUT THE KFS MERCH STORE!SPONSORS: SHOUTOUT TO OUR PRESENTING SPONSOR - FANATICS SPORTSBOOK! DOWNLOAD THE FANATICS SPORTSBOOK APP AND LET THE FANCASH FLOW. TRY MITOPURE & AWAKEN THE STRENGTH, POWER AND RESILIENCE ALREADY IN YOU WITH THE FIRST AND ONLY SUPPLEMENT CLINICALLY PROVEN TO REJUVENATE HEALTH AT THE CELLULAR LEVEL! GO TO TIMELINE.COM/FILMSCHOOL & RECEIVE 10% OFF YOUR ORDER!

Diet soda is a big business. It has been for decades. Today, everyone loves Diet Coke or Diet Pepsi. But they weren't the first, not even close. Coke first gave us Tab. Pepsi offered the short-lived Patio. However, the first brand that paved the way for artificially sweetened soft drinks was created by RC Cola in the 50s. It was called Diet Rite. I say 'was", because Dr Pepper/Keurig, the company that most recently owned the brand, has quietly pulled the plug. It started regionally in 1958 and went nationwide in 1962. Within a year, it was the fourth best-selling soda brand behind Coke, Pepsi, and RC... Click Here To Subscribe Apple PodcastsSpotifyAmazon MusicGoogle PodcastsTuneIniHeartRadioPandoraDeezerBlubrryBullhornCastBoxCastrofyyd.deGaanaiVooxListen NotesmyTuner RadioOvercastOwlTailPlayer.fmPocketCastsPodbayPodbeanPodcast AddictPodcast IndexPodcast RepublicPodchaserPodfanPodtailRadio PublicRadio.comReason.fmRSSRadioVurblWe.foYandex jQuery(document).ready(function($) { 'use strict'; $('#podcast-subscribe-button-13292 .podcast-subscribe-button.modal-680a60116af60').on("click", function() { $("#secondline-psb-subs-modal.modal-680a60116af60.modal.secondline-modal-680a60116af60").modal({ fadeDuration: 250, closeText: '', }); return false; }); });

WHAT YEAR IS IT!? It's been a very long time, but we're back- for a one-time engagement! Jeff and I dusted off the old mics to reunite and record like old times. We're mainly here to let you all know how we've been, but also to tell you all about a new project I've been working on that's coming out soon! Strap in for a long one, we've got three years' worth of nonsense to catch up on! Question(s) discussed: 1. Hey Gabe and Jeff, what have you been up to for the past three years? 2. How Is the recording and editing process for the actual play different from IPC? 3. Have you guys been guests on any other podcasts? 4. During the last few episodes of the podcast you mentioned playing Pathfinder: are you still playing that (privately)? And how do you like it? 5. What systems have you been playing? Has the "main system" shifted (as in, "used to play mostly 5e, and a little of 2e, now it's mostly 2e" or something like that)? 6. Are you still as passionate about TTRPGs? Why / why not? 7. Did you play Baldur's Gate 3 and how did you like it? 8. Dinner-Party Conflict time. What have you been cooking? 9. How has your (turkey) smoking journey been going Gabe? 10. Any new and exciting RC Cola flavours / stories you want to tell us about? 11. Is RC still the greatest? 12. Are you all interested in maybe hitting up some conventions like gencon in the future? 13. How are the dogs doing? 14. Gabe, how's your brother doing? 15. Will the new show be on the IPC main stream? 16. Are there any new game systems you're interested in trying out soon? 17. Will there be a return to Cloudstralia in the future? 18. If you absolutely had to do it, what do you both think would be the best starting point to making a Final Fantasy-themed campaign setting? 19. Are y'all following Daggerheart at all? What do you think of it? Think it has any real staying power? With Critical Role campaign 3 wrapped up, do you think they'll give a shot moving to it as their main game? 20. Do you feel obligated to throw out the old edition the moment a new one comes out or do you wait until they work the bugs out? 21. Will we finally find out what Gabe's mystery metric was for the episode titles?

I'm scared of being scared.This week we have internet reviews for a possibly horrible dentist in Louisiana, preworkout with a fun flavor, pressure cookers and all the things you shouldn't put in them, Joe's Hardware in Chicago, and an Indiana Jones themed Escape Room. For the segment, we take a deep dive in the strangely sometimes ubiquitous RC Cola. Ahhhh!Want more party? Check it out at https://www.reviewpartydotcom.com/ !

This week, whether coffee, tea, or RC Cola is your caffeine jolt of choice, the Medical Dads have got you covered as they break down all things caffeine related.

It's time for a new episode of the Bubbles' Mushrooms podcast! This week, our old pal Marty joins us on our adventure of joyfulness. Marty is a sometimes viewer and a first time guest on the program and has been deemed (by Edward) as redundant. Marty is a postal worker just like Kent and has definitely paid his dues at this point. Marty tells us all about his amazing postal customers and the delightful banter he enjoys with them at Homer Hills. Luke plays a new drop that really excites Marty, we talk about times of olde when we used to play polo in the park and Luke finally made a pilgrimage to Bell Buckle, Tennessee to visit the land of the Moon Pie & RC Cola festival and we all enjoy another treat from the south. Edward discovers that butter is not vegan friendly, Katie talks about her anger issues and we dive right into our chatty time game. This week we talk about our world travels. Edward talks about studying the dark arts in Prague, Marty fills us in on the time faeries grabbed his bottom in Iceland, Luke talks about getting farted on in the Netherlands and Katie went to Delaware once. It's a wacky world out there - here the tales here on Bubble's Mushrooms! Follow the show on Instagram & TikTok @bubbmush and email the show at bubbmush@gmail.com - thanks for checking out the show!

Episode 390 - S16 E08 GIGIL Partners: Badong Abesamis, Herbert Hernandez, & Jake Yrastorza #OAGOT

Marie and Frank Hilley seemed to be living the American dream in their hometown of Anniston, Alabama. They met while still in school and had two kids. Frank was moving up at the foundry where he worked, and Marie brought in extra income as an executive secretary. But, in the mid-seventies, trouble started finding the Hilley family. Unexplained illnesses, arson, nuisance calls, money problems, extortion, and more. It would take years for the mystery to unravel.Today's snack: RC Cola and Moon PiesListen to all three parts today at patreon.com/lovemarrykillBuy Love Marry Kill merch at: bonfire.com/store/love-marry-kill-storeSources:Ginsburg, Philip E., Poisoned Blood: A True Story of Murder, Passion, and an Astonishing HoaxAnderson, Brian. “Web of Lies.” The Anniston Star, Feb 26, 1012, p. 1A.Evans, Murphy, and Ronner, John. “The Marie Hilley Saga Ends.” The Anniston Star, Feb 27, 1987, p. 1A.https://law.justia.com/cases/alabama/court-of-appeals-criminal/1985/484-so-2d-476-0.htmlSnapped S27 E13, Marie Hilley

You got a problem with me, guy? What about The Beatles, you don't got a problem with them, right? Because some of their songs, depending who you ask, are pretty darn problematic. Where's Jerry Falwell when you need him? Oh, yeah, dead! He Gone!!!

Before the guys find out again that there's no episode tonight, the guys talk about their favorite candy, what's in nougat, RC Cola, how to say "Reese's", and more!

David Altrogge introduces a new show — CREATIVE FOLK — where he sits down with artists of all kinds to discuss their creative journeys. In this episode, acclaimed novelist Brett Lott shares his unconventional path from an RC Cola salesman to the celebrated author of JEWEL — a tender novel about a mother and daughter that was selected for Oprah's Book Club. He talks about his process, work/life balance, and the importance of persistence. A special thanks to Caleb J. Murphy (https://calebjmurphy.com/) and Musicbed (http://share.mscbd.fm/daltrogge) for the great tunes. School of Doc is a Production of Vinegar Hill (https://vinegarhill.film/)    

Chris and Jack talk Padres and baseball abd Jack discusses his recent trip to LA and the premiere of "Getting Lost." Airport talk and biscuit love. Chris talks Heels, Matt talks Kaos, LOTR, and eventually  Jack, Chris, and Matt reminisce about Lost again. Nick stays quiet the whole time.Become a Patron at JayandJack.comWrite us an email at RCADCast@gmail.comFollow us on Instagram at RCADCastAnd leave us an iTunes review.

Chris and Jack talk Padres and baseball abd Jack discusses his recent trip to LA and the premiere of “Getting Lost.” Airport talk and biscuit love. Chris talks Heels, Matt talks Kaos, LOTR, and eventually Jack, Chris, and Matt reminisce about Lost again. Nick stays quiet the whole time. Become a Patron at JayandJack.com Write […]

Chris and Jack talk Padres and baseball abd Jack discusses his recent trip to LA and the premiere of "Getting Lost." Airport talk and biscuit love. Chris talks Heels, Matt talks Kaos, LOTR, and eventually  Jack, Chris, and Matt reminisce about Lost again. Nick stays quiet the whole time.Become a Patron at JayandJack.comWrite us an email at RCADCast@gmail.comFollow us on Instagram at RCADCastAnd leave us an iTunes review.

I don't like to talk about this very often but when i was a young adolescent, the Unification Church tried (unsuccessfully) to recruit me.  I don't know if it was a matter of my being an usually difficult personality to break down or perhaps it was just that the snacks at the Jews For Jesus meetings were so much better (who buys RC Cola and realistically expects to brainwash anyone) but either way, I did not end up selling flowers by the side of the road.  Which brings me to present day and a memo from East Village Radio mgmt requesting my presence in NYC next for a “team building exercise”.  I've got some experience here and the rhetoric sounds suspiciously like something that will have me selling flowers by the side of the road.  And that's ok, I've never been a team player before and maybe it's time I started.  If do happen to see me selling flowers by the side of the road, please keep in mind a) the flowers don't sell themselves (if they did, they would be the smartest flowers of all time) and b) I CANNOT CUT YOU A DEAL. 

Meet Steven Reyes, a.k.a. KEDS, a true Miami graffiti pioneer who has been burning with the DAM Crew (The Artistic Mpire) since 1989. He offers a fascinating glimpse into the origins of the Miami graffiti scene, recounting tales from the infamous Miami penits, the legendary I-95 wall, and the abandoned RC Cola factory building. @kedsdamcrew727

Grab your popcorn, Milk Duds, and RC Cola (that'll be $42.75, please), and join us in the back of theatre. We promise not to put the moves on you...we're here to watch the movie. Let's take it slow and see where this goes. Oh, sorry, got lost in the moment. This week, we discuss some of our favorite music documentaries, and celebrate one of the latest additions to the canon of great "rock docs"- Louder Than You Think: A Lo-Fi History of Gary Young & Pavement. Joining us for this discussion of Citizen Kane-esque proportions is Louder Than You Think's Director, Jed. I Rosenberg and Co-Producer Brian Thalken. Louder Than You Think, a 2023 SXSW Audience Award winner, is an up-close cinematic walkabout through the life of Gary Young (May 3, 1953 - August 17, 2023), the original (and highly unlikely) drummer of indie rock royalty Pavement. His booze and drugs-fueled antics (on-stage handstands, gifting vegetables to fans) and haphazard production methods (accidentally helping launch the lo-fi aesthetic) were both a driving force of the band's early rise and the cause of his eventual crash landing. Leaving a wake of joy and/or destruction at every turn, Gary teeters the thin line between free-form self-expression and chaotic self-destruction. With its inventive use of marionette sequences and featuring revelatory archival footage, Louder Than You Think is equal parts hilarious, heartbreaking and human. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of The Steve Dangle Podcast, the Columbus Blue Jackets head coaching job (00:00), a Chel sidebar (06:30), back to NHL head coaching gigs (15:45), prospect diets (28:00), the COPA America Final and England (38:30), Kuznetsov goes back to Russia (49:00), Bob Marner (52:00), Ovi and the goal record (57:00), kayak corner (1:00:00), the Pens abandon RC Cola (1:04:30), and Matt Rempe training (1:10:00). Join SDP VIP: YouTube: https://www.youtube.com/channel/UC0a0z05HiddEn7k6OGnDprg/join Apple Podcasts: https://apple.co/thestevedanglepodcast Spotify: https://podcasters.spotify.com/pod/show/sdpvip/subscribe Follow us on Twitter: @Steve_Dangle, @AdamWylde, & @JesseBlake Follow us on Instagram: @SteveDangle, @AdamWylde, & @Jesse.Blake Join us on Discord: https://discord.com/invite/MtTmw9rrz7 For general inquiries email: info@sdpn.ca Reach out to https://www.sdpn.ca/sales to connect with our sales team and discuss the opportunity to integrate your brand within our content! Learn more about your ad choices. Visit megaphone.fm/adchoices

On the 52nd episode of the 24 Inch Podcast (Season 4 Episode 7), Steve Bennett and Dave Rowlands take a deep dive into the WWF house show at the Boston Garden from 08-09-1986. On this night, Hulk Hogan tags with George "the Animal" Steele to take on the Macho Man Randy Savage and Adrian Adonis. At the top, Dave, Paula and Steve are all together for the first time in a while. The gang talks about Dave being in love and upgrading from RC Cola to Pepsi, the 4th of July, and the retirement of John Cena. After the break, the gang give the bio of Buffalo native, Adrian Adonis. Next, a brief (very) recap of the history of the Boston Garden. Last, Dave tells us what the Hulkster was up to in August of 1986. Steve reads the news from August of 1986 while Dave cracks wise and adds his thoughts on a month filled with news from the MLB hall of fame, big releases in music and movies, and a play that opens on Broadway and then closes one news story later. Steve and Dave break down the entire card from the Boston Garden on August 9, 1986, including a match between Sheik/Volkoff and the Hart Foundation, a classic between Ricky Steamboat and Jake Roberts and a stinker from Tito and Cowboy Bob. Finally, Steve and Dave break down the huge main event of Macho Man Randy Savage and Adrian Adonis vs. Hulk Hogan and George "the Animal" Steele Also on this episode, Steve and Dave read listener emails and comments from our facebook page and announce the topic for the 52nd episode of the podcast. Intro: 00:02:39 History of: 00:15:40 The News/Matches: 00:34:41 Plugs/Emails: 01:16:29 For more information follow us on twitter @24InchPodcast Email us: 24InchPodcast@gmail.com Instagram: 24_inch_podcast

Paul Skenes is pitching today. So this is a counter programming day for the PM Team. Chris gives his quick thoughts on the Skenes start against the Brewers in Milwaukee today. Aaron Civale starts for the Brewers and he is not that good. If they can take advantage of a struggling pitcher, they should be able to win this series. The Cardinals were swept in a double header yesterday, which is good news for the Pirates, they just need to start winning more than two games in a row. ESPN came out with a list of top 10 at each position, Minkah Fitzpatrick was ranked as the number 4 safety. How much pressure are the Steelers under this year? T-Bird is on site and he says that his life has not changed since winning the Hot Dog Eating Contest. Is he underselling such a monumental event in his life? Chris talks about the offseason moves and if the Steelers are better. Johnny the Barber calls in to ask if Steelers fans are still upset about Myles Garrett winning the DPOTY. Hockey Talk! Naming four iconic images from Penguins and Devils history. Also, the Penguins switched to Coca-Cola, ending the RC Cola era. Mueller is very excited. Chris takes a closer look at the ESPN Rankings of the top 10 players by position. Specifically the running back position. Najee Harris was in the "receiving votes" category. KDKA TV's Bob Pompeani joins the show. Bob has not watered his lawn in this drought. A little golf talk with Chris and Bob. Bob gives his thoughts on the Steelers running back positions on the ESPN Top 10 by position. What does Bob think the Pirates should do at the trade deadline? A report says the Pirates are looking to upgrade the lineup, but the Pirates need to actually pull the trigger. What Would Poni and Mueller Do? Chris feels like he is starting to get sick. He also says that the days of the Penguins being aggressive seem to be over. We are entering a new era for the Penguins where they are "just another team". He says that it is possible the Penguins will fall off the map into 'meh' territory. Skenes threw 7 no-hit innings and was pulled after 99 pitches and a 1-0 lead. Colin Holderman immediately gave up two hits after Skenes was pulled. Many callers are mad that Skenes was pulled with a no-hitter. Aroldis Chapman is on the mound to try and get the save. Chris says Skenes is the best pitcher in baseball right now even with him being pulled with a no-hitter. We take many more calls from angry listeners calling for Shelton's job. We took more phone calls from Pirates fans who were irate that Paul Skenes was pulled with a no-hitter intact. A few listeners said they were okay with him being pulled, which Chris asks them why? Did Derek Shelton manage the game in real time? We tune in to Derek Shelton's post game press conference and his comments after pulling Paul Skenes. Paul Skenes speaks to the media after his outing. How did he feel and did he want to continue pitching against the Brewers? Final wrapup of the Paul Skenes outing and last phone calls of the evening.

Hockey Talk! Naming four iconic images from Penguins and Devils history. Also, the Penguins switched to Coca-Cola, ending the RC Cola era. Mueller is very excited.

Paul Skenes is pitching today. So this is a counter programming day for the PM Team. Chris gives his quick thoughts on the Skenes start against the Brewers in Milwaukee today. Aaron Civale starts for the Brewers and he is not that good. If they can take advantage of a struggling pitcher, they should be able to win this series. The Cardinals were swept in a double header yesterday, which is good news for the Pirates, they just need to start winning more than two games in a row. ESPN came out with a list of top 10 at each position, Minkah Fitzpatrick was ranked as the number 4 safety. How much pressure are the Steelers under this year? T-Bird is on site and he says that his life has not changed since winning the Hot Dog Eating Contest. Is he underselling such a monumental event in his life? Chris talks about the offseason moves and if the Steelers are better. Johnny the Barber calls in to ask if Steelers fans are still upset about Myles Garrett winning the DPOTY. Hockey Talk! Naming four iconic images from Penguins and Devils history. Also, the Penguins switched to Coca-Cola, ending the RC Cola era. Mueller is very excited.

Grab your popcorn, Milk Duds, and RC Cola (that'll be $42.75, please), and join us in the back of theatre. We promise not to put the moves on you...we're here to watch the movie. Let's take it slow and see where this goes. Oh, sorry, got lost in the moment. This week, we discuss some of our favorite music documentaries, and celebrate one of the latest additions to the canon of great "rock docs"- Louder Than You Think: A Lo-Fi History of Gary Young & Pavement. Joining us for this discussion of Citizen Kane-esque proportions is Louder Than You Think's Director, Jed. I Rosenberg and Co-Producer Brian Thalken. Louder Than You Think, a 2023 SXSW Audience Award winner, is an up-close cinematic walkabout through the life of Gary Young (May 3, 1953 - August 17, 2023), the original (and highly unlikely) drummer of indie rock royalty Pavement. His booze and drugs-fueled antics (on-stage handstands, gifting vegetables to fans) and haphazard production methods (accidentally helping launch the lo-fi aesthetic) were both a driving force of the band's early rise and the cause of his eventual crash landing. Leaving a wake of joy and/or destruction at every turn, Gary teeters the thin line between free-form self-expression and chaotic self-destruction. With its inventive use of marionette sequences and featuring revelatory archival footage, Louder Than You Think is equal parts hilarious, heartbreaking and human. Learn more about your ad choices. Visit megaphone.fm/adchoices

Marcus Willis is a 33 year old from Slough, Great Britain, ranked 116 in the world. He is a 5 time (at this moment) Challenger doubles champion. Once, he made it to the second round of Wimbledon. Those two sentences don't begin to sum up the man with some of the best hands in tennis. Marcus sat down with Mike and Noah to talk about THAT run to Wimbledon, THAT episode with the RC Cola and a snickers bar, and also how those big moments have been mixed with some really trying times, both externally, and some self made issues. As you'd expect with a Brit once nicknamed Cartman, there's a lot of hysterical stories, some introspection, and we get it all on this week's BTR Pod. Learn more about your ad choices. Visit megaphone.fm/adchoices

Well, we do!

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Toast the New Year with RC Cola? It's the kind of subpar beverage apropos to the first days of 2024, where a dreary Golden Globes (the RC Cola of Awards Shows) was celebrated for not being the lowest-rated in history; one of the most valuable companies in the world (Amazon) laid off hundreds in Hollywood, and one of the most storied studios (Paramount) has perched a semi-permanent “For Sale” sign out front. “It's not a great way to start off the year,” says Elaine Low, who's joins Sean McNulty and Richard Rushfield to survey the worsening landscape that — surprise! — may yet deliver some silver linings. Learn more about your ad choices. Visit megaphone.fm/adchoices

WE'RE ONE AWAY FROM 200!!!!! Anyway Dan's here to bring BS and joy to your week with AEW talk, destroying the fat activist movement, a life lesson, Seahawks talk and more! Last Time to BS before the holiday so let's have fun. But we start with a big question; why does Long Island not sell RC Cola? About the Show: Welcome to Time to BS with Staniel Smooth by Belly Up Sports and Belly Up Media! A show dedicated to real talk, sports, life and a good time. Follow us on our socials and support the show along the way. Dan is always here to talk life, sports, wrestling, music, movies and of course BS. So stop by to the department of BS here on Long Island; grab a drink and enjoy the show. Follow the show and subscribe for ore content! Plus; look out for side shows called “BS Sessions” filled with raw talk and a good time plus “The Sports Cave” which is a quick sports conversation filled with nonsense and sports gas bagging This podcast is supported by Belly Up Sports and Belly Up Media Like, Follow and Subscribe to the Show on YouTube, Apple Podcasts, Spotify, Instagram, Twitter, and TikTok Subscribe to our page for new Episodes of Time to BS with Staniel Smooth and BS Sessions Music and beats throughout the show created by Big Merce. Follow him on Instagram @YoBigMerce This Podcast is Sponsored and Supported by: La Touraine Watches: Use the Promo code “Time2BS” at http://La-Touraine.com for some sweet deals on the website to stand out in style Hot Chicken Mama: From its roots in Nashville to the beaches of Blue Point Long Island; come the best spicy chicken on the beaches! Come on down to Hot Chicken Mama to satisfy that pallet of yours! Located at 168 Montauk Highway, Blue Point, New York Hardway Barbershop: Never go out without some style in your hair. Head over to our friends at “HardWay Barbershop” located in Blue Point Long Island for a sweet haircut to keep yourself stylish. Book your appointment today over on Booksy! Book online Use the promo code “BELLYUPSPORTS” for 20 dollars off your next order with SEATGEEK This podcast is proudly sponsored by Draft Kings! Go to Dkng.co/Bellyup150 to get 200 dollars off when you bet 5 dollars or more at Draft Kings! Cannadips: Use the promo code “BELLYUP20” at https://cannadips.com/collections for 20% off your next order of cannabis infused dip pouches grown from the Sunny State of California USTADIUM: Download the Free USTADIUM App and chat with the best sports fans and catch the fastest sports news out there! Social Pages: Twitter/X: @stanielsmooth, @TimetoBSPodcast, @BellyUpSports, & @BellyUpMedia Instagram: @stanielsmooth, @TimetoBSPodcast, @BellyUpSports, & @BellyUpMedia  Threads: @stanielsmooth & @timetobspodcast TikTok: @stanielsmooth Learn more about your ad choices. Visit megaphone.fm/adchoices

[00:00:00] Tommy Thomas: For the past six months or so I've been asking our guests the question “If there was a nonprofit version of Shark Tank and you were on the panel of potential early-stage investors, what questions would you need to have answered before you'd make an investment?”  Well, again, it's just a fun question to ask that has turned into some great information that I believe people who are thinking of starting a nonprofit would find useful. The first force you'll hear is Kristen McClave from Episode 81 - Her Leadership Journey from Johnson and Johnson to Cardone Industries and Beyond. [00:00:38] Christin McClave: Oh, that's a fun question. I think first of all I would really want to understand the leader's background. The team, the person, on Shark Tank, they usually have one other person standing with them. And the Sharks are very interested in where they came from, what their experiences are, how the two or the three of them got together, and the dynamic of them working together and what skills maybe one brings to the table, the other one, fills in the gaps. I'd like to really understand that and know, that there's some experience in them building an organization. I think the other piece to that is really the passion, the drive. What is the problem or the issue the founder or the co-founders are trying to solve and what's driving that? And is that passion or is that issue really going to still be driving them in five years or 10 years? Or is it more of a short-term thing? The other piece, and I think this probably comes from my experience on nonprofit boards that are probably larger than this would be, really understanding the percentage of the budget that would actually be going to the work, the problem solving, the issue resolution, and what percentage of the budget would really be going to administration and or SG&A or overhead, however you want to say it. That may not be important for everybody, all investors, but for me it's the piece that I enjoy digging into from a financial perspective and from an accountability perspective with nonprofits that I either work with or talk to and just understanding, are they managing that equation or that ratio. And also as they get larger, they will certainly have donors, investors, fundraising questions around that in particular. And I think the third thing is I'd like to know, who is mentoring them? How do they have support built around them? Maybe they're an early-stage company, they probably don't have a board yet. But I think in the nonprofit context, it's really important to know those things and to make sure there are people that they've built into their feedback process. Maybe it's just a monthly advisor call that they have with maybe an advisor or a few advisors who meet with them on a regular basis. Because the challenge with a nonprofit, is really thinking through your revenue source. If your revenue is not coming from a product or a service, it's coming from the fundraising donation side of things. You've really got to build out some people in your network who can help you strategize about that and become really good at that. And I'll say just from personal experience, that's part of why I haven't taken on a leadership role in a nonprofit yet in my career because I feel like you have to feel called to the issue or the problem at hand. If you're going to be in a senior role of a not-for-profit organization, you've really got to have a drive and a passion for that cause. And, number two, you've got to really understand the revenue source is very different in the nonprofit space. And you really have to think about, okay, we're raising money for this cause rather than, hey, this product has this gross margin, it's a whole different mindset shift. And maybe someday I will, but for right now I'm in the for-profit space. But I love supporting and being a mentor and advisor in the nonprofit space and supporting them as much as I can.  [00:04:37] Tommy Thomas: Next up is Caryn Ryan from Episode 84 - Her Leadership Journey from BP Amoco to World Vision to Missionwell. [00:04:49] Caryn Ryan: This is interesting, but really Tommy, I don't think it's any different for a for-profit than for a non-profit organization. So you're always asking do you have a good vision? And a really big and important question is, do you have the resources? And that's in terms of money but it's also in terms of the network of people to support you making steps towards your vision and making things happen. And then do you have the drive? Do you feel called for this?  How do you demonstrate that? How do you demonstrate that you have the call and that you have the drive? Are you a persister? One thing that will happen for every new organization is just tons of obstacles and problems. They're nonstop. And so, you have to have that ability to persist and to say, look, I see this obstacle. Am I going to go over it, under it or around it? But for sure I'm going to go around it or get through this. And so, you need to have that kind of foundational trait characteristic. I think the difference really between a for-profit and non-profit is in where you get the money from. The Shark Tank for the for-profit might be from investors or a bank. Whereas the Shark Tank for a nonprofit might be from stakeholders, donors, grantors. So You have to make sure that the business plan reflects that. But you still have to have the money and you still have to have the people. And the sense of call might be different too. I think if you're working in a for-profit, you may have a vision around some new product or service. In the nonprofit world, your call may be even more deeply embedded. Especially if it's a religious calling. It may be something that's very right tied or connected to your faith. It doesn't matter how deeply connected it is to your faith. If you don't have the same things that a for-profit needs your chances of being successful fall. Now, God can always come in and intervene, if you're going to do your part in it, you need the same things that a for-profit does. [00:06:54] Tommy Thomas: Episode 100 was a milestone for the podcast. In the beginning I probably wondered if I would ever get that far. Here's Rich Stearns, the President Emeritus of World Vision US – An Inauspicious Leadership Journey Part Two. [00:07:11] Rich Stearns: The very first question that a Shark Tank guy would ask if you came with a new product is how is this product different from every other product that's already out in the market? In other words, nobody needs another cola drink, Coca Cola, Pepsi Cola, RC Cola. There's plenty of cola drinks out there. So, if your big idea is I'm going to do my own cola drink, the first question is why? So with a nonprofit, for example, I've seen young people that want to start up a new World Vision. I want to help the poor in Africa. And so, I'm going to start my own non-profit organization to help them. And my question is why would you do that? Because World Vision is a 3.2 billion organization helping the poor around the world. Compassion is one and a half billion dollars helping the poor around the world. Samaritan's Purse is a billion-dollar organization. So what are you doing that they're not doing? Why would I give my money to you instead of an established, successful nonprofit that's doing that work? And, a good example of a positive answer to that would be the International Justice Mission. My friend, Gary Haugen, who started it about 27 years ago now, I think, but he looked around and he said, look, there's a lot of organizations that are feeding the hungry and bringing clean water to the poor and doing microfinance. I don't see any organizations that are helping the poor with their legal problems, protecting them from corrupt police departments and representing them in court when they're falsely accused of something or getting them out of bonded labor in India by using the court system. So Gary started International Justice Mission to focus on justice and legal issues. He could have called it “lawyers without borders” if he wanted to, because essentially, he hires a lot of attorneys that go around the world and they work through the legal systems to help people who are being oppressed in various ways. So, the first question to ask is, why would I give to your charity? What is unique about it? And why wouldn't you just partner up with somebody that's already doing this work? If there are nonprofits that are doing it, the next thing you look at is the leader's vision and motivation, right? If there's a powerful leader with a powerful vision and capabilities do you believe that they, just like you'd look at a startup CEO, do they have the right vision? That's the other thing. Because it takes a lot of elbow grease to start up a nonprofit. ++++++++++++++++++ [00:09:39] Tommy Thomas: From Episode 115 Terri Esau - His Journey from Being Known As The Jingle King Of Minneapolis to Philanthropeneur. [00:09:55] Terry Esau: First of all, whatever you're pitching, it has to solve a problem and there has to be a resource to help solve that problem. Like for us, it was like, here's the problem. Kids in America are unhealthy, they're obese, there's poverty, so they can't afford a bicycle. Can help solve some of their health issues, not just physical health issues, but mental health issues, right? I call my bike my carbon fiber therapist because, you're a cyclist. It's like I get on my bike, and I go for a ride. I could be having a bad day, but by the time I get done with my ride, all that stress has just been washed away.  So I'm Shark Tank. I think you'd have to go, what's the problem? What's the solution? And then on top of that you have to go, what's your strategy to bring the solution to the problem? What are the logistics? What are the resources that you need? People who give money to causes, you really have to sell them on the fact that you are going to change the world in some small way. At least in the nonprofit world. In the for profit world, then you have to prove to them that you can make your money back on this investment. For us, we say, yeah, you're not making money back on us, but you should feel really good about what you're doing to change the lives of children. [00:11:38] Tommy Thomas: From Episode 88 - Lisa Trevino Cummins, Her Leadership Journey from Bank of America to Urban Strategies Part Two. [00:11:49] Lisa Cummins: I think the question I would ask is what is your employee turnover? And because I have found nonprofits come and go and employee turnover helps me understand what your commitment is, what your ability is to lead, what your consistency is with your values. Because if you're not consistent, employees won't stay long. Maybe you can explain them once or twice, but if you have an ongoing record of employees that are leaving, then there's a problem there. The other thing I would ask is a lot of nonprofits talk about partners. Let's say, describe the continuum of partnership with these organizations. When you say your partner is this because you dropped off a leaflet at their door. Sometimes that's okay. Depends on what the goal is or  is this talking about someone who you know their name, right? You know their name and you know their story and so you're trying to get at it in a deeper way. Those kinds of things. Yeah, I think those are a couple of questions I would ask. I would also ask how well, and this is important, some people will say this is a political thing and it's not. How well does your organization reflect the communities you're serving? Because if it doesn't, that means there's probably a sense of a pejorative type of approach that is not going to be that is less what could be, and it'll result in less than results than what could be. Does that make sense? [00:13:33] Tommy Thomas: And last, but certainly not least, from Episode 109 John Somerville - His Leadership Journey from Marketing Executive with General Mills to Chief Financial Officer At The University Of Northwestern St. Paul. [00:13:49] John Sommerville: I think the first question is, what need do you believe exists that your ministry or organization will serve? And how is what you're doing, how will that serve that need? Because if there's a true need I think many things follow from that. And if you have something unique that will really help meet that need, then the organization needs to exist. So I think those are big questions. And the other thing that I often ask is, who else is doing this? What I find is that there are people who are pioneers who do something for the very first time, and we write books about those people, but often what we need is I found more often that the people that are innovators they're just being novel without actually being effective and so it's important to understand the need, be able to meet the need, and then also give examples of how that works. You may have a unique spin on it, but the core of it needs to be channeled into an area that others have been successful in the past. +++++++++++++++ [00:14:51] Tommy Thomas: Next week is Christmas. And in keeping with the tradition, I followed for the past two years, I've interviewed someone from the music industry. This year, our guest is David Tolley.  David is an amazing music, composer and arranger, and a tenured professor at Delaware State University. Part of David's story is that a big part of his career was launched from an inauspicious and some might say accidental appearance on the Johnny Carson Show. Join us next week to hear the rest of David's story.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas The Perfect Search – What every board needs to know about hiring their next CEO   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

On this week's show, the boys discuss how they would like to be remembered and can you still call them Chinese stars? They also talk about foot long hot dog buns and why they are never seen in stores, getting out of a DUI, where does RC Cola come from and why haven't you ever seen one of their trucks, and finally Geoff goes to Athens and ran into one of Georgia's greatest rock bands of all-time. Enjoy the show and Yeah C'mon!   

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

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