Podcasts about roles

Mike Johnson, Beau Morgan, and Ali Mac continue to react to the Atlanta Falcons announcing that they've named Ian Cunningham as their General Manager, explain why they think Falcons President of Football Matt Ryan and Falcons new General Manager Ian Cunningham being in their respective roles for the first time in their careers isn't a big deal, and react to Jeff Howe and Josh Kendall of The Athletic reporting yesterday that the Falcons are going to release quarterback Kirk Cousins.

Leading Into 2026: Executive Pastor Insights Momentum is real. So is the pressure. This free report draws from the largest dedicated survey of Executive Pastors ever, revealing what leaders are actually facing as they prepare for 2026. Why staff health is the #1 pressure point Where churches feel hopeful — and stretched thin What worked in 2025 and is worth repeating Clear decision filters for the year ahead Download the Full Report Free PDF • Built for Executive Pastors • Instant access Welcome back to another episode of the unSeminary podcast. We’re wrapping up our conversations with executive pastors from prevailing churches to unpack what leaders like you shared in the National Executive Pastor Survey. Today we're joined by Shayla McCormick, executive leader at Coastal Community Church in Florida. Coastal is a rapidly growing multisite church with three locations, consistently ranking among the fastest-growing churches in the country. Shayla serves alongside her husband and brings deep operational insight shaped by leading a large church with a remarkably lean staff. In this conversation, Shayla helps unpack one of the most pressing themes from the survey: how churches hire—and why so many find themselves hiring the same roles over and over again. She challenges leaders to rethink staffing through the lens of multiplication rather than pressure relief. Why churches keep hiring the same roles. // According to the survey, churches continue to prioritize familiar roles—especially NextGen and support positions—even as ministry contexts change. Shayla believes this pattern often comes from reactive hiring. When attendance grows, volunteers feel stretched, systems strain, and leaders feel pain. The quickest solution is to hire someone to relieve pressure. But Shayla cautions that hiring to relieve pain is different from hiring to build capacity. When churches skip the discernment step—asking what this season truly requires—they repeat the same staffing patterns without addressing root issues. Relieving pressure vs. building capacity. // Shayla draws a sharp distinction between doers and equippers. Doers add short-term relief by completing tasks, while equippers multiply long-term impact by developing others. Coastal intentionally prioritizes hiring equippers—even when that means living with short-term discomfort. Her leadership philosophy flows directly from Ephesians 4 – the role of leaders is to equip the saints for the work of the ministry. The courage to make the “big ask.” // Shayla challenges the assumption that busy or successful people won't serve. Too often, leaders say no for people before ever asking. At Coastal, high-capacity professionals—business owners, executives, retirees—serve in everything from parking to finance. The key is matching people's gifts with meaningful responsibility and inviting them with confidence. A radically lean staff model. // Coastal averages around 5,000 in weekly attendance with just 25 staff members, an unusually low ratio. This isn't accidental—it's strategic. Shayla explains that Coastal has built a high-capacity volunteer culture where unpaid leaders carry real responsibility. Staff members exist to equip and empower those leaders. This approach requires more upfront investment in training and coaching, but it produces sustainable growth without constant hiring. The risk of overstaffing. // Overstaffing creates more than financial strain. Shayla warns that it can lead to lazy culture, misaligned expectations, and long-term instability. Churches that staff heavily during growth seasons often face painful decisions when momentum slows. Without a strong culture of equipping, ministries become staff-dependent rather than leader-driven. Shayla encourages leaders to steward today with foresight—preparing for future seasons, not just current demand. When hiring is the right move. // While Coastal resists reactive hiring, Shayla is clear that hiring still matters. For example, Coastal recently decided to add staff in Kids Ministry—not because volunteers were failing, but because the kids pastor needed freedom to focus on strategy, family connection, and leader development. The new role removes task-based pressure while also serving as a developmental pipeline for future campus launches. The goal isn't to replace volunteers—it's to free equippers to multiply more leaders. Mission over position. // As Coastal grows, Shayla emphasizes a culture of mission over position. Roles evolve as the church evolves. Using metaphors like scaffolding and rotating tires, she reminds leaders that some roles exist for a season—and that rotation is necessary for long-term health. Leaders regularly ask: Who are you developing? Who's next? This mindset ensures the church can grow without being dependent on specific individuals. Starting points for stretched teams. // For leaders feeling perpetually tired despite added staff, Shayla offers simple coaching: eliminate work God never asked you to do, clarify expectations, and require every leader to develop others. Growth doesn't come from adding people—it comes from multiplying leaders. To learn more about Coastal Community Church, visit coastalcommunity.tv or follow @coastalchurch on Instagram. You can also connect with Shayla at @shaylamccormick. Watch the full episode below: Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you have decided to tune in. We are in the middle of these special episodes—I’ve been loving these—around really responding to your survey. We did a National Executive Pastor Survey. It’s the largest survey I can say that I’m aware of, of this, where we get out and talk to executive pastors across the country and really ask them, how’s it going in their church? What are they feeling? What are they learning? To really take a litmus test of where things are at. Rich Birch — And then what we’re doing is pulling in some incredible… leaders to help you wrestle through with some of the findings. And I’m excited, privileged, really, to have Shayla McCormick with us today. She’s with an incredible church called Coastal Community Church, a multi-site church with, if I’m counting correctly, three locations in Florida. It started in September 2009, not that long ago, and they’ve repeatedly been one of the fastest growing churches in the country. She serves with her husband at this church, and this is an incredible church. You should be following along with Shayla and with the church. Welcome to the show. So glad you’re here.Shayla McCormick — Thank you so much, Rich. I’m glad to be back and excited just to, you know, share with everybody just some insights and things that that I’ve learned along the way too.Rich Birch — Nice. This is yeah super fun to have you on again. And you should go back and listen to back episode that Shayla was on was one of our best of last year. Super helpful. So you’re going to want to lean in on that.Rich Birch — Now, when I saw some of the results from the survey, friends, I’m letting you behind the curtain. We looked at a couple different you know things and I sent them out to these friends and I said, hey, you pick whichever one you want. And I was really hoping that you would pick this one because I really think that you’ve got just so much to offer to this. So let’s, I’m going to unpack this a little bit. Shayla McCormick — Yeah.Rich Birch — So one of the questions we asked was, ah you know, there’s all these different roles that people are hiring. And for years, in fact, I actually thought about maybe not doing this question this year, because basically the order is pretty similar that people come back every year. But what we’ve seen from 2023 to 2024 is that particularly support roles, this idea of support roles that churches are out looking for those has grown significantly, 12 percentage points in those three years. Other roles like NextGen remain consistently at the top. You know, Outreach ranks the lowest at like 9 to 12 percent, which breaks my heart as a former outreach pastor. I was like, ah, people are not thinking about those things. Rich Birch — So today what I want to do is unpack this idea around what are who are we hiring for? What difference does it make? We know as an executive pastor listening in, I know that many of you are are kicking off this year thinking about, hmm, who should we be hiring? What should that look like? And really this tension that we all face with you know, being understaffed and overstaffed. How does all that work together? So I’m really looking forward to having your input on it.Rich Birch — Why do you think churches continue to hire for essentially the same roles as we see year in, year out, Shayla, why do we see that? Even as ministry changes, it’s like we find ourselves having the same conversation. Where are the kids ministry people? Where are the support roles people? Shayla McCormick — Yeah. Rich Birch — Why do we find ourselves in these same conversations?Shayla McCormick — Yeah, honestly, I think a lot of times as church leaders, like we repeat roles because we haven’t we haven’t really honestly just kind of stopped long enough to really go, what does this season actually require? Rich Birch — That’s good.Shayla McCormick — I think a lot of times what we do is we hire to almost relieve pressure but not really build capacity. And so I think we repeat roles because like kids ministry, right? That’s always a place where you have growth, you have kids, you have to staff a lot of volunteers. It’s a lot of administrative work. And, you know, sometimes I think we can tend to go, Hey, I want to relieve pressure on this. And so we end up trying to to put somebody in a seat and then we end up over hiring. And a lot of, a lot of us hire when it hurts, right? When, okay, attendance is growing, volunteers are tired, systems are breaking, A leader is overwhelmed.Shayla McCormick — And we end up, I think, making these desperation hires rather than hiring to actually build capacity… Rich Birch — Oh, that’s good. That’s good. Shayla McCormick — …so that we can continue to grow. And so I think a lot of times our mindset kind of subtly shifts from, I mean, Ephesians 4, right? You equip the saints for the work of the ministry. And it sometimes our mindset shifts from equipping the saints to to almost replacing the staff role or the saints role with a staff member.Shayla McCormick — And it can tend to just, you can be overstaffed. And then that puts pressure financially and all, you know, like so much, but we just continue to repeat the process. Because again, we hired to relieve pressure instead of build capacity and we’re not really sitting… Rich Birch — Yeah, I would love to unpack that. Shayla McCormick — Yeah. Rich Birch — I think there’s so much there. So how are you discerning or how, you know, if a church calls you up and is asking you discern really between those two, like, Hey, I’ve got maybe I’ve got an operational problem. I’m trying to relieve pressure using the language you do. You were saying versus like building capacity for the future, which inherently sounds like to me, if I’m choosing to build capacity, I’m going to live with some pain in the short term is what I hear in that. Help me discern what that, what that looks like. How how do you work that out at, you know, at, at Coastal?Shayla McCormick — Yeah, I think we we are always looking for equippers, for multipliers. We ask the question very consistently, is this a doer or is this a leader? And not that doers are bad. Doers can actually, they can help you add capacity because it relieves the stress or the pain on a leader, right? Because you have somebody doing stuff, but equipers actually, they multiply. And so when I’m a growing church, if I continue to hire doers, then I’m just like, I’m solving a temporary so solution essentially, or a temporary problem, because at some point those things are going to go away.Rich Birch — Right.Shayla McCormick — But what, what the approach that we’ve taken is the Ephesians 4, you know, you equip the saints for the work of the ministries. And I think a lot of, lot of the times we actually neglect almost our volunteer base. And we lean heavily on our volunteers, our, We average probably 5,000 in weekend attendance, and we have about 25 staff members. And that is not a lot of staff for…Rich Birch — That’s insane. That to me, that is… Friends, I hope you heard that. So that’s like one to 200 or something like that. It’s it’s that’s all it’s Shayla McCormick — I don’t even know. It’s low.Rich Birch — Yeah, it’s very low. It’s very low. Yes.Shayla McCormick — But we have a very, very, very high value in equipping our volunteers. Because there are people in our church that want to, they want to do. Rich Birch — Right. Shayla McCormick — They might be the doers that can help build capacity in a way that can help lift responsibility off people. We have people that come in that like, they’re like on staff, but they don’t get paid just because they want to come and they want to serve. Rich Birch — Yes.Shayla McCormick — And a lot of times I think we actually, say no for people because, oh, I don’t want to ask somebody to do another thing. But they’re like begging, use my gifts, use my talents. But we’re saying no for them. And then we’re going and hiring for these positions when it’s something that we could actually give away…Rich Birch — Yes, yes. Shayla McCormick — …and equip the saints for the work of the ministry. Rich Birch — Yes.Shayla McCormick — And for instance, in our kids’ ministry, we average at one of our locations probably about between 500 and 600 kids on the weekend. And I have one full-time staff member for that position right now.Rich Birch — Wow. Wow. Yeah.Shayla McCormick — And now we are getting ready to hire an additional person. But she has done a phenomenal job at building high-capacity leaders that are volunteers… Rich Birch — That’s good. Shayla McCormick — …that want to give their time and their energy and their resources and their passion. But I think for so many churches, we just we say no for people… Rich Birch — Yeah, 100%. Shayla McCormick — …and then we end up hiring something that we could give away in a volunteer capacity. Now that is harder on us… Rich Birch — Right. Shayla McCormick — …because you have to you know you have to teach and equip and you know pick things up, but…Rich Birch — Yeah, it’s it’s longer term. It’s it’s not it’s not a quick and easy. Shayla McCormick — Right. Rich Birch — So I want to come back to the big ask in a second. Shayla McCormick — Okay. Rich Birch — But I want I want to play a bit of the devil’s advocate. Shayla McCormick — Yes. Rich Birch — So I was having this conversation with a church leader recently, and we were looking at their staff, like their just total staffing. And we were actually having this conversation between, I was asking them like, hey, what how many of these people would you say are Ephesians 4 type people, equippers, people who are… Shayla McCormick — Yeah. Rich Birch — And then how many of these would be doers? Because every staff team has some doers on it. Like you have some percentage of them.Shayla McCormick — Yes, 100%.Rich Birch — When you, shooting from the hip of those 25, what do you think your ratio is on your team of equippers to doers? Because this is what this leader said to me. They were like, because I was kind of pushing them. I was like, I think you need to have less of these doers on your team. Like we’ve got to, we got to get not, I said, we’d have to get rid of them, but we got to grow some of these leaders up to become more multipliers.Shayla McCormick — Yep.Rich Birch — And they were like, well, but those people, they release my multiplying type people to do the work that they need to do. And I was like, yes, but if we don’t watch this ratio very quickly, we’ll we’ll end up with a bunch of doers on our team. So what would the ratio look like for you on your team? How do you think about those issues? Unpack that for me.Shayla McCormick — Yeah, I would I would say it’s maybe like a, I would say it’s maybe 10% that are, that are…Rich Birch — Right. Wow. Yeah. A couple, two or three, maybe four at the most kind of thing.Shayla McCormick — Yes, exactly, that are that are not the ones that I’m expecting. And even even them, I expect to go out and multiply as well. It’s it’s it’s part of our part of our conversations.Rich Birch — Yeah.Shayla McCormick — But it’s a very low percentage because for me, it again, it goes back to, those are things that I can equip other people to do… Rich Birch — Yes. Shayla McCormick — …that I can give ministry away. And…Rich Birch — Okay. So yeah, let’s talk about the big ask. Shayla McCormick — Okay. Rich Birch — So I hear this all the time from church leaders across the country and they’ll this is, this is how the conversation goes. They’re like, yeah, yeah. But you don’t know, like people in our part of the country, they’re very busy. Shayla McCormick — Yeah.Rich Birch — And like the people at our church, they’re kind of like a big deal. And like, they got a lot going on in their life. And like, This is true. You guys are in like the greater Fort Lauderdale area. This is a very, you are not like some backwoods, you know, place and you’re doing the big ask.Rich Birch — You’re saying, hey, you used it, which is you said like, hey, basically we’re saying, could you work part time for us in this area?Shayla McCormick — Yeah.Rich Birch — Have a huge amount of responsibility. How do you keep the big ask in front of people? How, how what’s that look like? Unpack that for us.Shayla McCormick — I mean, something that we talk about on our staff very frequently is, because it’s so natural to say, oh, they’re too busy, especially high capacity people. What I’ve what I’ve realized is is just a side note, but like, single moms are the most high-capacity people. They are the busiest people juggling the most things. But there are best people to come in and serve and do and all of that.Rich Birch — Right.Shayla McCormick — But they’re busy. Rich Birch — Right. Shayla McCormick — And so just because someone seems busy or successful or, you know, whatever barrier that you put in your brain, like, I think the reality is is we say no for them before we even ask.Rich Birch — 100%. 100%.Shayla McCormick — And so the conversations on our team always look like, are you saying no for them? Make the ask anyways. And a lot of times they’re like, oh my gosh, they said yes. I mean, I have people that run million, billion dollar companies serving in my parking team. You know, it’s like…Rich Birch — Right.Shayla McCormick — It’s, yeah, I mean, I you have people that are retired, very successful, business leaders that are coming in and volunteering to you know do finance things. Like it’s finding what are what are they great at and giving them purpose in it.Rich Birch — Yes, yes.Shayla McCormick — And not just saying no for them because I think they’re successful or they’re too busy.Rich Birch — How much of that is, because I would totally agree, how much of that is like, like what I hear you saying, it’s like a mindset issue for us as leaders. Shayla McCormick — Yes. Rich Birch — Like, hey, we can’t, even when we ask someone, we can say no before them in that question, right? We can be like, I don’t know if you could, well, you know, you’re real busy and I’m not sure blah blah, blah. And that kind of lets them off the hook before we even. So part of it is a mindset, but then part of it has to be like a structural thing, the way you’re structuring the roles. How do those two interact with each other?Shayla McCormick — Ask the question one more time.Rich Birch — So part of it is like our mindset are the, the, when we approach people, we’re asking them in a way that, you know, is casting vision for like, Hey, this is a huge opportunity to push the kingdom forward. But then also a part of it, I would assume is like the way we’re structuring the roles so that it it feels like, no, like we’re, we’re kind of, it is a big ask. Like, it’s like, we’re giving them enough responsibility and all that sort of thing. How do those interact with each other when you’re asking someone, when you’re making a big ask like that?Shayla McCormick — I mean, I think most of what I’m talking, what I’m referring to is a little bit more in the the doer space or the operational space.Rich Birch — Yep. Yep. Okay, good. Yep.Shayla McCormick — So it’s structuring things based on almost task or, you know, responsibility that can be repeated consistently and come in and just, you know, like get it done, so that I don’t have to, again, go back to hiring somebody to do these tasks to take this off of this staff member’s plate to increase their capacity. I’m basically giving those tasks and responsibilities to a volunteer. And I think a lot of times what’s scary to me is people, us, you know, churches, their first response to problem in every situation is to hire. Rich Birch — Yeah, right.Shayla McCormick — And I think if that’s your first response, you’re going to get in, trouble you’re going to get in big trouble.Rich Birch — Yeah, yeah.Shayla McCormick — And you’re going end up overstaffed because you, you staffed in seasons where attendance was growing or something again, to relieve that pressure…Rich Birch — Yes. Yeah, that’s good.Shayla McCormick — …not thinking multiplication. And if every solution is to hire, I don’t think the church has a staffing problem. actually think they probably have a discipleship problem. And like…Rich Birch — Oh, that’s good. That’s good. Shayla McCormick — …and an equipping problem because the goal is to multiply apply leaders faster so that your church grows.Rich Birch — Yeah, yeah, that’s good.Shayla McCormick — And so if we’re not thinking multiplication and equipping, then you know I think we’re gonna get to a place where, again, we’re we’re overstaffing and we’re hiring for the same things because we haven’t learned to equip and empower and train up.Rich Birch — Yeah, that’s good. Let’s double click on that. Shayla McCormick — Yeah.Rich Birch — What risks? So overstaffing, why is that a risk? What’s the there’s obviously a financial risk there. Are there other risks that you see there that emerge when a church consistently staffs for doers or execution rather than you know invest in you know equipping and raising up the people in their church? What will be some other risks you see in that?Shayla McCormick — Yeah, I think if you’re, if you, I’m trying to figure out how to frame this. If you’re not thinking multiplication, you’re going to, you’re going to hit a point in your church where like everything isn’t always up and to the right.Rich Birch — Right. Yes. True.Shayla McCormick — And so it’s not that I’m planning for failure or the difficulty, but I’m also trying to steward what has been entrusted to me, and some of that requires foresight and wisdom… Rich Birch — Yep. Shayla McCormick — …even in my planning and my budgeting. And so if one season I’m staffing something in growth, the next season might not look the same. And I’ve because I haven’t diligently given, again, Ephesians 4, given ministry away, my role, pastor’s roles, you know, like, is to equip the saints for the work of the ministry. Rich Birch — Yep.Shayla McCormick — And if I haven’t done those things properly, then I think I’m going to get a hit a season where then I’m letting staff go. Rich Birch — Right.Shayla McCormick — And, you know, or honestly, culture has become lazy because everybody doesn’t have enough to to do. And so there’s tensions and frustrations and, you know, like, and it starts you start to get a culture, I think, where you say, well, we’ll just hire for that. We’ll just hire for that. We’ll just hire for that. Instead of, okay, who’s next? Are you always developing? Like, what volunteer have you asked to do that? Have you given ministry away? And start asking our staff questions. If they’re coming to you and saying, hey, i need ah I need this role and I need this role and I need this role, the question back should be, well, who have you been developing?Rich Birch — Right.Shayla McCormick — You know, what ministry have you given away? Some of those things that just kind of push back on the solution is not always to hire somebody. Rich Birch — Right. Shayla McCormick — But what responsibility have you taken in development of people?Rich Birch — Yeah, that’s good. in the In the kids ministry area, you had referenced this earlier, you know, a campus with 500 kids and one staff, which again is is, I know there’s lots of executive pastors that are listening in that are like, what? That’s crazy. But you are, ah you have decided to add a staff member there. What was it that kind of clicked over to say, okay, yeah, we are going to add someone. And and what are what is that role that you’re adding? And how do you continue to ensure that we’re, you know, that we keep this focus as we look to the future?Shayla McCormick — For us, my kid’s pastor is obviously very high capacity, you know, and she is a multiplier. And her greatest use of her time for me is connecting with those families, is creating opportunities for them to connect, and hiring another person is going to free her up to connect more with families on the weekends, and to spend more of her time being strategic.Shayla McCormick — And so she needs to duplicate another her on the weekends that can make sure they’re facilitating volunteers and they’re making sure people are encouraged and that teams are built and that people are showing up and schedules are being done. And it’s it’s high people, but it’s also task and responsibility that comes off of her plate that frees her up to um do the thing that she’s great at.Rich Birch — Yeah, that’s fantastic.Shayla McCormick — And obviously, she’s given all that stuff away in this season, but now we’re also using that as a developmental role to potentially be a kids director at another location when we launch a location.Rich Birch — Right. Yeah. There will be more, hopefully more coastal locations in the future… Shayla McCormick — Yes. Rich Birch — …and you need to you know raise those people up now you have the ability to do that. This is one way, you know, to do that as well.Shayla McCormick — Yep. Yep. Right.Rich Birch — So put yourself in a, a, say a friend calls executive pastor calls and they’re in this kind of this topic. They feel like, man, my team is perpetually stretched.Rich Birch — We, we added a bunch of staff last year and, it just didn’t help. You know, it’s like we find it sure we’re starting out the new year here and our headcount is up, but people are as tired. They’re as burnt out as they’ve ever been. And it feels disproportionate. It feels like, oh, man, like I don’t this things are not getting better. What are they missing? What what are what’s the how would you coach them? Maybe some first steps that you would kind of help them to think about what they should be doing on this front.Shayla McCormick — So I think maybe first and foremost, I might ask what what work are you doing that really God never asked you to do, first of all? I think we, we, add a lot of things that aren’t probably the best use of people’s times. And so where have we added things that we didn’t need to add that aren’t adding value… Rich Birch — That’s good. Shayla McCormick — …that can, number one, lift something off of our team that maybe they don’t just, you know, doesn’t add value. Rich Birch — That’s good.Shayla McCormick — And so that would probably be one of the first places I would start. It was like what are what are you working on that God hasn’t asked you to do?Rich Birch — Yeah, what can we streamline? What do we need to pull back? Yeah, yeah.Shayla McCormick — Exactly. And then…Rich Birch — That’s good.Shayla McCormick — …secondarily, I think I would really focus on leaning into, and this is what we’ve done in in many seasons, is we’ve leaned into two things. Number one is starting to ask our team, like, hey, who’s who’s around you that you’re developing? I need you to pick three people, you know, and just start pouring into them. I know this this isn’t a, I know this doesn’t lift the load, necessarily in the moment, but I think it can help lift it for the future. So it’s like, hey, how am I teaching my staff to look for other leaders and developing those leaders? And the other question just went away from my mind.Rich Birch — Well, that’s a great one, though. This even it’s the idea of who are the two or three people that you’re developing, that’s a powerful idea. Because I think there’s think particularly if you’re a church that’s caught in this treadmill, um there probably are people in your orbit. There are there are volunteers that would be looking for more to do to look. But but oftentimes our team, we just they don’t see those people. They don’t because we haven’t challenged them to see those people.Shayla McCormick — It’s it’s it’s honestly a question that’s a regular part of all of our teams one-on-ones… Rich Birch — That’s cool. Shayla McCormick — …that one of the questions is, who’s next? Like you should always be replacing yourself. Rich Birch — Yeah, yeah. Who’s next? Yeah, that’s good.Shayla McCormick — And that is just a continual pipeline of people and it’s teaching them to see other people and develop people. And they know that when I come to this meeting with my leader, I need to be telling them what I did, who I’m investing in, you know, what that looks like. So that there’s like a pipeline of leadership.Shayla McCormick — And I even, like with with my own assistant, I’ll say this, she’s like, Shayla, how do I do that? It’s like I’m, she’s right, a doer, you know, she’s my assistant. But I said, honestly, the the way that there’s so much that you can give away, you can build volunteer teams to execute gift baskets when a, you know… Rich Birch — Yep. Shayla McCormick — Like there are things that we just have to teach people to start giving away… Rich Birch — Right. Shayla McCormick — …and equipping other people to do.Rich Birch — Yeah, that’s so good.Shayla McCormick — And I think it’s why I don’t I don’t use like being a large church with a small staff as like a bragging thing because I I don’t think that that’s necessarily healthy long term.Rich Birch — Yes. Shayla McCormick — But I think that it’s very strategic in how we have built a volunteer culture that is very high capacity and shows up and gets it done because we simply just haven’t said no… Rich Birch — Yep. Shayla McCormick — …and we’ve always looked for somebody else to come up underneath us.Rich Birch — Yeah, that’s good. I know for for me in seasons when I led in fast-growing churches… Shayla McCormick — Yeah. Rich Birch — …churches that were deemed as some of the fastest growing churches in the country, I would say to my… Now, I sat in a different seat than you were because I was never like a founding team member. Well, that’s not actually not true. That’s not actually not true. I was in one church. But but I always tried to hold my role with open hands, even with my team. Shayla McCormick — Yes. Rich Birch — I would say, listen, the the people that I don’t I don’t want to get in the way of the mission, the mission is bigger than my job and my role.Shayla McCormick — Yes.Rich Birch — And there might come a season when the ministry will outpace me and I need to be willing to step aside.Shayla McCormick — Yep. Yes.Rich Birch — And that whenever I said that, there was always like, it freaked people out a little bit. They were like, oh my goodness, what are you saying? What are you saying? But I do think that those people that got us here may not necessarily be those people that will get us there. I’d love to hear your thoughts on that. And and this does not apply to any of the 25 people currently employed at Coastal Church, but help us understand…Shayla McCormick — Hey, we’ve had this conversation with all of them, so it could apply to them.Rich Birch — Oh good. Okay. Okay, good. I Okay, good. I didn’t want to you know have people listen to it at your church and be like, oh my goodness. But help me understand how you think about that as a leader, because I think that’s a real dynamic in this area.Shayla McCormick — Yeah, there’s there’s two two things, two almost analogies that that I’ll give you. One was when we were a smaller church, we were a growing church, we were a church plant, and somebody gave us some some great advice. And they said, listen, the people you start with are not going to be the people you finish with, and that’s not a bad thing. That that happens. Rich Birch — Yep.Shayla McCormick — And they said, when you are building something, there’s a phase of that building that requires scaffolding. Rich Birch — Yep. Shayla McCormick — And scaffolding serves a purpose in that season to build the structure and the walls and and all of the things, but there is a point where that scaffolding has to come down… Rich Birch — Yeah. Shayla McCormick — …in order for you to utilize that building or that space effectively. Rich Birch — Yep. Shayla McCormick — And I think sometimes that’s people in a way. Like they serve a purpose for a season, but it’s not like, it’s not like oh, now they can’t serve in any capacity or any way. It’s just that the role that they played for that season was very important. But it looks different in the next season. And we have to be okay with that if we want to continue to grow.Shayla McCormick — As we’ve grown, there was actually people probably know the name Charlotte Gambill. Charlotte Gambill has invested a lot in our team and in in our church. And she came in and did a ah session with us. And one of the things that she talked with us about is like, if you think about a a vehicle, right? And that vehicle is there to get you to the destination of where you’re going. And that vehicle has tires. And those tires have to be rotated.Rich Birch — Right, oh, that’s good.Shayla McCormick — And as a team member, you are like a tire. And what you are doing is getting that vehicle to the proper destination. But if you don’t allow yourself to be rotated, then there’s going to be a problem in getting that vehicle to the location. Rich Birch — That’s good.Shayla McCormick — And so language that we use is this is mission over position. Rich Birch — Oh, that’s good.Shayla McCormick — And your position may change. Your position may rotate. But this is not about your position, this is about your mission. And if you’re not here because of the mission, then you’re gonna be fixated on your position.Shayla McCormick — And so our team knows that. We we talk about that very frequently, like, hey, remember this is mission over position. And we’re gonna we’re gonna rotate the tire today.Rich Birch — Yep.Shayla McCormick — But this is because this is for the mission, not because of your position. Rich Birch — Yeah.Shayla McCormick — And so we just consistently have those conversations. And if we if we don’t rotate those things, And if there’s something that’s worn out and we don’t change it, it’s going to affect the mission of where that organization is going.Rich Birch — Yeah, it’s so true.Shayla McCormick — Yeah.Rich Birch — That’s good. That’s, that’s worth the price of admission right there. I think, you know, I think so many of us, um you know, people who are listening in their church leaders, they love people. They want to see them take steps towards Jesus. And, you know, we hold onto people too long or we, or we, you know, we always believe the best. We’re like, no, they’re going to get there. They’re going to get there.Rich Birch — But what would you say to a leader? You know, Give us some courage to say, hey, maybe there’s a team member we need to rotate, either find a different seat on the bus, or it might be we we need to move them off this year. Like we need to get them on a performance improvement plan and do the like, hey, you’re not leaving today, but it’s like, this has got a change. You’ve got a shift from being a doer to being an equipper. And we’re going to work on this for the next three months. But we need to see, we actually actually need to see progress on this. Give us some courage to do that. Talk us through that. If that’s the if that’s the leader that’s listening in today.Shayla McCormick — I mean, I think first of all, if you’re sensing that and you’re feeling that, you need to start having some very honest conversations. I think Proverbs is very clear when it says, bind mercy and truth around your neck. Like, we can have those truthful conversations while still being merciful. And, you know, if if you’re not clear with people, then there’s just, then there’s there’s going to be hurt, there’s going to be bitterness, there’s going to be all of those things. And so if you can just even start the conversation, if you’ve been frustrated for a long time but you haven’t said anything, honestly, it’s your fault. Rich Birch — Right. Yes. Shayla McCormick — Because you’ve allowed it for so long. Rich Birch — Right. Shayla McCormick — And now that’s that’s you’ve allowed behavior to continue. So the first step I think is just giving yourself freedom to have a mercy and truth conversation, right? Of just going, hey, like I know your your heart is here I know you have vision for this organization, but there’s just some things that need to adjust. Rich Birch — Right.Shayla McCormick — And so we’re going to bring some clarity to those things that need to adjust.Rich Birch — That’s good.Shayla McCormick — And you have those conversations and then, hey, let’s check in a month from now and just here’s some action steps for you to do. And it just gives framework for like, okay, now if they’re not doing those things, you’re just like, you know, hey, do you, we asked the question, do you get it? Do you want it? And do you have the capacity to do it? Rich Birch — That’s good.Shayla McCormick — If they have, if they get it and they want it, but they don’t have the capacity, they have to change their seat, you know.Rich Birch — Yeah, that’s good.Shayla McCormick — And so for me, I think it’s really starting off with the clarifying conversation… Rich Birch — Yeah. Shayla McCormick — …if you haven’t had that. Rich Birch — Yeah, that’s good. Shayla McCormick — And in that clarifying conversation leads to either an off-ramp or an adjustment of seat.Rich Birch — Yeah. Yeah, that’s so good. I know that there are people who are listening in who that you know, like, hey, I’ve got to make a change. I have this staff member, team member that’s got to make a change. We can’t do this for another year. And even that idea of sitting down, having a you know, a truthful, but merciful conversation and doing exactly what Shayla said there. Let’s have the conversation and then document it. Shayla McCormick — Yes.Rich Birch — Here’s exactly what we talked about. Here are the three or four things that we need to see progress in the next month on. And we love you dearly, but in a month, we’re going to come back and actually ask you on that. My experience has been when you have that…Shayla McCormick — And even…Rich Birch — Yeah, go ahead.Shayla McCormick — …even asking at the end of that, like, hey, do you have any questions? Or even repeat back to me what you heard… Rich Birch — Right. Shayla McCormick — …because I want to understand how you’re receiving the information that I just gave you, because it can help you even go a little bit deeper in shaping that.Rich Birch — Clarify it. Yeah, that’s so good. Well, this has been a great conversation. Question that’s not really, it’s just kind of a broader question… Shayla McCormick — OK. Rich Birch — …about this coming year. What are the what are the questions that are kicking around in your head for this year as you look to 2026 as we come to kind of close today’s episode? What are you thinking about? Might be around this. It might be around other stuff. What are you thinking about this year?Shayla McCormick — Ooh, I was actually talking to my husband about this. We’re getting ready to go into a leadership team meeting, and the thing that’s just been sitting in my head, and this is so probably counterintuitive to large church, but it’s how can I grow smaller?Rich Birch — That’s good.Shayla McCormick — And so I’m just trying to think how can we be more intentional as we grow to make a large church feel small? And then I’m also thinking, are we building a church that can grow without us? So how, you know, is it only because of us that things are happening? Or how are we, again, ah equipping people that if we weren’t here, it would continue on? Rich Birch — I love that.Shayla McCormick — So how do I grow smaller? And would this survive without us?Rich Birch — Wow, those are two super profound questions. And they are so totally related to what we’re talking about today. Both of those, you’re only going to get to it feeling smaller. You know, that is that is the great irony of a growing church. I’ve said that to many. I didn’t I wasn’t as eloquent as you were there, but one of the, the interesting kind of tensions is when you become a church of 5,000, 10,000, 15,000, you get around those circles. Those churches are asking the, how do we be more intimate? How do we, um you know, we, okay. So we figured out how to gather crowds and, but how do we go beyond that? Right. How do we, how do we now, you know, really drive into deeper, more intimate conversations? I love that. And yes.Shayla McCormick — Systems just complicate things. Rich Birch — Yes. Shayla McCormick — So it’s like, how do you how do you simplify? I really appreciate you, appreciate your leadership and all that you’re doing and how you helped us today. And if people want to track with you or with the church, where do we want to send them online?Shayla McCormick — Yeah, they can follow our church on Instagram. It’s at Coastal Church or visit our website, coastalcommunity.tv. I’m not super active on Instagram, but you can follow me if you want to @shaylamccormick.Rich Birch — That’s great. Shayla, I really appreciate you being here today. And thanks so much for helping us out as we kick off 2026.Shayla McCormick — Of course. Thanks so much, Rich.

What actually makes a good mentor, and how do you find one who's right for you? In this episode of Inside Biotech, new host Riley explores how mentorship shapes scientific careers, sharing five key principles for building strong mentor–mentee relationships. Drawing from personal experience, the conversation highlights aligning values, looking beyond expertise, and embracing productive tension to support growth in science. Perfect for graduate students and early-career researchers navigating advisor relationships, lab culture, and long-term career development in academia or industry. Follow our Instagram @insidebiotech for updates about episodes and upcoming guests!To learn more about BCLA's events and consulting visit our website.Follow BCLA on LinkedIn

Hiring for Scrum roles is harder than it looks. Making the wrong call can derail an Agile transformation before it even starts. In this episode, Brian and Cort unpack what to actually look for in Scrum Masters, Product Owners, and Developers—beyond the job title and shiny certifications.

Jeff Goelz returns to delve into his journey from various religious backgrounds to studying in a Messianic synagogue. They discuss Torah study, the Jewish roots of Christianity, and the challenges facing the Western Church. Tune in for deep insights for your own faith journey!Join FatherFuel for more: https://www.fatherseekers.org/fatherfuelFS Facebook FS Instagram FS YouTube Ask Barry a question: barry@fatherseekers.orgTIMELINE00:00 Jeff Goelz Returns!00:52 Jeff's Journey to Messianic Judaism04:23 Experiences in the Synagogue06:39 Understanding Scripture Through a Jewish Lens11:55 Critique of the Western Church16:42 The Significance of Israel22:09 A Mustard Seed and Faith22:56 The Graciousness of Jesus to Gentiles24:23 Intersection of Faith, Politics, and Truth25:19 Finding a Life Partner with God's Guidance26:06 Roles in Marriage and Messianic Practices27:46 Advice to Young Men on Relationships30:07 Importance of Scripture and Church Accountability32:07 Closing Thoughts and Final Advice39:52 Fatherseekers.org--FatherSeekers helps fatherless fathers become better fathers.Get discussion guides, devotionals, and more at FS Website

Show Notes: Jason Baumgarten is a partner at Spencer Stuart where he is also the global head and CEO of board practice. He assists businesses in all sectors to identify and evaluate CEOs who motivate senior leadership teams to reach their full potential. Additionally, he assists boards with CEO succession planning, director recruitment, and identifying future leaders.  How to Join a For-profit Board Jason talks about the range of roles on a board and the specific roles a board might be looking to fill. He explains that the specificity of board roles varies based on the scale and maturity of the organization, using a real example of a board search he is currently involved in. Jason discusses how sophisticated boards often have specific requirements for board members, such as industry experience, geographic expertise, and specific skill sets. Identifying and Defining Board Roles When asked about the various categories of board roles, such as finance, data analytics, and HR, Jason explains that the most common request is for recently or actively retired CEOs, followed by CFOs with specific finance experience. He  highlights the importance of understanding the nature and type of business the company is in, such as regulated industries, capital-light businesses, or capital-heavy businesses. Board Member Etiquette Jason outlines the main drivers for wanting to be on a board: prestige and the desire to be helpful. He explains the concept of "noses in, fingers out" in governance, emphasizing the importance of board members being helpful but not overly involved. He also discusses the range of compensation for board members, from stipends to significant annual fees, and advises against depending on board compensation as a primary source of income.  He stresses the importance of being willing to fire oneself from a board to provide objective advice to the CEO. The Reality of Joining a Board for Management Consultants Jason advises not to limit aspirations and suggests using a simple litmus test: "if the company wouldn't hire you as a top executive, they probably won't consider you for a board role." He explains the importance of nonprofit boards, both fundraising and operating boards, and how they can provide valuable experience and networking opportunities. Jason discusses the potential for board roles in small private companies, large private companies, and public companies, emphasizing the importance of regional connections and unique experiences. The Role of Executive Search Firms in Board Recruitment Jason explains that search firms are often involved in board searches for public or pre-IPO companies and large private equity firms. He advises building relationships with search firms and being responsive and helpful when they reach out for market intelligence or advisory work. Jason also shares the importance of having a network of firms that work in your industry or location and how advisory work can lead to board opportunities. How Boards Vet Prospective Members The conversation turns to the process of being vetted and evaluated for a board role, including interviews, background checks, and social media history. Jason explains that some  boards generally recruit with a lighter touch than other roles, but private equity and regulated boards may conduct more thorough diligence. He advises candidates to ask about the board's process, including the last board member hired and the steps involved in the recruitment process. He also emphasizes the importance of meeting all board members and ensuring a good fit in terms of personality and interests. The Commitment Reality of Being on the Board Jason talks about the typical time commitment for board members, including meetings, committee calls, and ad hoc time with the CEO. He explains the importance of understanding the size of board decks and the amount of preparation required for each meeting. Jason also advises candidates to be patient and persistent, as the process of getting on a board can take years and is often unpredictable. Identifying Risks to Board Members When asked about the risks involved in accepting a board position and the importance of D&O insurance, Jason recommends consulting with a D&O insurance broker to understand the market and ensure appropriate coverage. He advises candidates to be aware of any litigation or regulatory risks associated with the board and to seek legal advice if necessary. Jason also emphasizes the importance of understanding the board's D&O policy and ensuring that board members are covered appropriately. Final Thoughts and Advice Jason reiterates the importance of understanding the time commitment and potential disruptions that can arise. He advises candidates to be patient and persistent, as the process of getting on a board can take years. Jason shares a story about a former CISO who became a sought-after board member, illustrating the unpredictability of the process and the importance of perseverance. Timestamps: 02:18: Types of Board Roles and Common Requests 05:29: Benefits of Being on a Board  08:08: Levels of Boards and Aspirations  15:24: Search Firms and Board Recruitment Processes  32:38: The Board Recruitment Process 39:41: Time Commitment and Potential Disruptions  42:50: Risk and Insurance Considerations  47:16: Final Thoughts and Advice  Links: Website: getscalar.ai   This episode on Umbrex: https://umbrex.com/unleashed/episode-632-jason-baumgarten-how-to-position-yourself-for-board-roles/ Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated timestamps and show notes.  

Have you ever wondered why, even when you're doing everything “right,” life still feels exhausting, stuck, or unfulfilling? In this episode of Find the Joy with Jenn, we explore the three roles women often fall into—the Victim, the Manager, and the Partner—and how these roles quietly shape our relationships, confidence, and sense of joy. This conversation is for all women—single, married, divorced, separated, or remarried—who want to live empowered lives, build healthy relationships, and experience lasting joy regardless of circumstances. We'll talk about: Why these roles develop and how they keep us stuck How waiting or controlling can block confidence and connection What it really looks like to lead yourself with clarity and grace The role that creates grounded confidence, healthy relationships, and true joy This episode isn't about judgment or fixing anyone else. It's about awareness, self-leadership, and choice—and stepping into the version of yourself who no longer waits or manages, but leads. If you're ready to stop surviving and start living with intention, this episode is for you.

Have you ever found yourself wondering, “Where did I go?”If you're a midlife woman navigating life after 40 or 50 and feeling unseen, unheard, or unsure of your purpose, this episode is for you.In this episode of The BraveHearted Woman Podcast, I speak directly to an experience so many women face in midlife but rarely talk about — feeling invisible. I share why this feeling isn't personal, and it doesn't mean you've lost your value. It's contextual. Roles shift. Seasons change. And when they do, it can shake our confidence, identity, and sense of purpose.I talk openly about how much of our worth as women becomes tied to our usefulness—our children needing us, our careers relying on us, our appearance, our productivity. When those mirrors disappear, we often begin to question who we are. That's when midlife can feel disorienting, lonely, and confusing. But this season isn't a crisis — it's a midlife awakening.Also, I explain why the real pain of invisibility doesn't come from the world failing to see us, but from the moment we stop seeing ourselves. I unpack how self-confidence quietly turns into self-abandonment, why we start shrinking, silencing our opinions, shelving our dreams, and lowering our expectations — and how to stop doing that.I also introduce the heart of my coaching work and the 5 Fortitudes of a BraveHearted Woman (BRAVE) — Bold Vision, Real Identity, Able Mindsets, Virtuous Self-Talk, and Excellent Habits. These principles are the foundation for midlife transformation, helping women rediscover confidence, clarity, and purpose without blowing up their lives.If you're in a season of midlife reinvention, facing an empty nest, questioning your next chapter, or searching for midlife confidence, I want you to know this: this is not your season to disappear. It's your season to return — to yourself, to your values, to God's vision for your life.Here are the highlights:Why feeling invisible in midlife is common — and what it's really revealingHow identity tied to roles and usefulness erodes midlife confidence for womenThe mindset shift required to reclaim your voice and presenceWhy clarity of purpose creates true visibility — without performingHow boundaries, values, and daily practices protect your energyPractical steps to begin self-discovery and personal growth in midlifeThis episode is especially for women experiencing life after 50, navigating change, menopause, aging, career transitions, or wondering how to thrive in midlife with courage and clarity.If you're ready to go deeper, I invite you to explore my BraveHearted Transformation course, where I guide you through small, strategic shifts that lead to lasting confidence and fulfillment in midlife.

Are your bold acting choices stealing the spotlight - for the wrong reasons?Many actors believe they need to “stand out” in every scene, but when it comes to smaller roles, trying too hard can actually hurt your career.This episode will help you learn when less is more and how to make smart, story-driven acting choices that show you're a true pro.You'll discover:Why going “deep” in tiny roles can backfire and cost you callbacksA quick way to know exactly how much effort to bring to every sceneThe mindset casting directors wish more actors had in the audition roomPress play now and learn how to make choices that get you invited back for bigger roles.Contact:Email: martin@cityheadshots.comWebsite: https://www.martinbentsen.comAdditional Resources:Headshots: https://www.cityheadshots.comShoot Footage for Your Reel: https://www.actorscreenershoot.comEdit Footage Into a Reel: https://www.demoreelsnyc.comThis show dives deep into the world of acting in film, exploring the journey of movie acting with stories, building confidence among aspiring actors, navigating auditions and productions, and offering insights from acting agents, coaches, and the challenges of becoming SAG-AFTRA eligible to advance your acting career, skills, and landing roles.

It's 2026, and AI and automation aren't optional anymore. They're your new teammates.In today's Multifamily Operator Tip of the Day, we call out the biggest mistake leaders are making: layering new tech on top of outdated job roles. That doesn't move the needle—it muddies the waters.The new mandate?Redesign roles for a co-pilot model.Let AI handle repetition.Let people lead with empathy, judgment, and accountability.Teams that learn to lead and be led by AI will win this decade. Those clinging to manual workflows? They'll be left behind.This shift isn't about replacement. Not yet. It's about re-skilling and reimagining how work gets done—at both the corporate and site level.The future of operations is agentic. Are you ready to lead in it?Subscribe now—tomorrow we're talking about how to spot the next great property manager.

Having received his Ph.D. in mathematical logic at Brandeis University, Rabbi Dr. Dovid Gottlieb went on to become Professor of Philosophy at Johns Hopkins University. Today he is a senior faculty member at Ohr Somayach in Jerusalem. An accomplished author and lecturer, Rabbi Gottlieb has electrified audiences with his stimulating and energetic presentations on ethical and philosophical issues. In Jewish Philosophy with Rabbi Dr. Gottlieb, we are invited to explore the most fascinating and elemental concepts of Jewish Philosophy. https://podcasts.ohr.edu/ podcasts@ohr.edu

In this episode of The Ross Simmonds Show, Ross sits down with long-time friend Clinton Senkow, a leading expert in partnership marketing. They explore the core principles of building successful partnerships, why most companies underutilize this growth tactic, and how AI is transforming the partnership landscape. Clinton shares actionable advice for startups and established companies looking to harness partnerships to accelerate growth. Clinton also introduces us to his new AI-powered platform, Partnerss.co, designed to help businesses find ideal partners in minutes, not months. Key Takeaways and Insights: 1. What is Partnership Marketing? - Leveraging another company's audience, platform, or user base to promote your product or service - Forms of partnerships include co-marketing, co-selling, affiliate programs, and tech integrations - True partnership success comes from win-win collaborations 2. The Growth Opportunity - Partnerships can provide exponential growth versus single-channel approaches like sales or ads - Ideal for companies with product-market fit looking to scale efficiently - Helps unlock brand trust fast through warm introductions. 3. Tech Meets Strategy: AI + Partnerships - Clinton introduces Partnerss.co, his AI-powered discovery platform - Uses synergy scores and business intelligence to match companies with ideal partners - Built for speed, identifies & evaluates high-fit partner opportunities in minutes 4. When Should You Start Thinking About Partnerships? - When your company has product-market fit and understands its ideal customer - Partnerships are effective post-traction not necessarily dependent on team size 5. Realistic Partnership KPIs - Focus on conversations and strategic alignment—not just volume - Metrics include # of active partnerships, partner-influenced revenue, retention, and co-marketing reach 6. Framework to Identify Ideal Partners - Ask: “What is my customer doing before and after they use my product?” - Explore complements (not competitors) servicing the same ICP - Analyze potential for mutual value creation & platform integrations 7. Roles & Responsibilities in Partnerships - Affiliate, integration, co-sell, and co-marketing roles often require specialized skill sets - In earlier-stage companies, one partnerships lead may wear multiple hats - Successful partnerships professionals are strong networkers, communicators, and relationship builders Resources & Tools:

Voici le vingtième épisode de l'aventure Game of Rôles - Sheol : diffusé le 21/01/2026 en direct sur Twitch depuis le studio de Gozu à l'ancienne et retransmis ici en podcast.Une aventure écrite et masterisée par Fibre TigreAvec Lâm, MisterMv, Lydia et DazEt un accompagnement musical par JotabeAvec le soutien de l'éditeur Elder CraftUne production GozultingMontage du podcast par Zu====Ecoutez Game of Roles sur Apple Podcasts: podcasts.apple.com/fr/podcast/game…ic/id1350491357Ecoutez Game of Roles sur n'importe quelle app de podcasts: rss.acast.com/game-of-roles-magicRejoignez-nous :Sur le twitter de Qualiter : twitter.com/dequaliterSur la chaine Twitch de Qualiter: twitch.tv/dequaliter Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Voici le vingtième épisode de l'aventure Game of Rôles - Sheol : diffusé le 21/01/2026 en direct sur Twitch depuis le studio de Gozu à l'ancienne et retransmis ici en podcast.Une aventure écrite et masterisée par Fibre TigreAvec Lâm, MisterMv, Lydia et DazEt un accompagnement musical par JotabeAvec le soutien de l'éditeur Elder CraftUne production GozultingMontage du podcast par Zu====Ecoutez Game of Roles sur Apple Podcasts: podcasts.apple.com/fr/podcast/game…ic/id1350491357Ecoutez Game of Roles sur n'importe quelle app de podcasts: rss.acast.com/game-of-roles-magicRejoignez-nous :Sur le twitter de Qualiter : twitter.com/dequaliterSur la chaine Twitch de Qualiter: twitch.tv/dequaliter Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Voici le vingtième épisode de l'aventure Game of Rôles - Sheol : diffusé le 21/01/2026 en direct sur Twitch depuis le studio de Gozu à l'ancienne et retransmis ici en podcast.Une aventure écrite et masterisée par Fibre TigreAvec Lâm, MisterMv, Lydia et DazEt un accompagnement musical par JotabeAvec le soutien de l'éditeur Elder CraftUne production GozultingMontage du podcast par Zu====Ecoutez Game of Roles sur Apple Podcasts: podcasts.apple.com/fr/podcast/game…ic/id1350491357Ecoutez Game of Roles sur n'importe quelle app de podcasts: rss.acast.com/game-of-roles-magicRejoignez-nous :Sur le twitter de Qualiter : twitter.com/dequaliterSur la chaine Twitch de Qualiter: twitch.tv/dequaliter Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Brian and Liz reconnect after the Arizona LeanScaper trip for a real-life regroup and honest catch-up. They talk through what it looks like to reset together, communicate better, and stay aligned while running a snow business in real time, with all the pressure, moving parts, and decisions that come with it. Same goal, different roles, and learning how to win as a team in the middle of a tough season. Lawntrapreneur Academy (The #1 Resource for Starting, Growing and Scaling a Successful Lawn & Landscaping Company). - https://www.lawntrepreneuracademy.com/  Granum Academy Bootcamp Tour (use BRIAN25 to save!): https://granum.com/academy-bootcamp/  GROW 2026 - February 10-12 Dallas, TX: https://hubs.li/Q03Ybxs10 LMN & Coffee - https://us06web.zoom.us/j/89495679453?pwd=m0wKa6prJWrARKClJKolBaJjl00OYn.1 Coast Pay Fuel Card Webinar registration: https://www.lawntrepreneuracademy.com/coastpay-webinar-registration-1

Vinnie already started his Bob's Movie Club Assignment. It feels illegal to be talking about plastic surgery this early. We don't need it!

Welcome to PGX: Raw & RealPGX: Raw & Real is simple. I sit with people who've lived through something and/or made it big, and I try to understand what it did to them.Sometimes it gets deep, sometimes it gets weird, sometimes we end up laughing at stories that should've gone very differently — just like how real conversations go.This isn't meant to be inspiration or a template for life (for that, you can check out PGX Ideas).This space is different. It's their story, as they experienced it.In this episode, I spoke to Sanjay Mishra — Indian ActorTimestamps:00:00 - Welcome to Raw & Real03:10 - Delhi's pollution 07:45 - TV dramas, police corruption & dialogues 16:00 - Copy-paste formula of Bollywood24:00 - Bollywood copies hollywood? 32:10 - Movie Recommendations by Sanjay33:50 - Vadh 239:20 - Power of Cinema52:30 - Sanjay gets emotional while talking about his father1:10:45 - food stories / cheap thrills / simple pleasures 1:16:25 - Are we forgetting our culture?1:25:00 - What works in India?Enjoy.— Prakhar

Karl and Erum sit down with Amy Trejo and Jose Carlos Garcia Garcia from Procter & Gamble to uncover how one of the world's largest consumer goods companies is leveraging biotechnology to innovate at unprecedented scale. Founded 189 years ago as a bio-waste upcycling partnership between a candle maker and a soap maker, P&G has always been rooted in biomaterials innovation—from pioneering laundry enzymes in the 1960s to developing cold water enzyme technologies that have saved billions in energy costs. Amy and JC reveal what makes biotech innovations stick in the marketplace (hint: it's all about performance), share candid advice for startups hoping to partner with P&G, and explain why the company views biotech as a critical enabler of both sustainability and superior consumer experiences. They discuss common misconceptions about working with large CPG companies, the importance of reducing ideas to practice, and how P&G's connect-and-develop model creates win-win partnerships that can impact billions of consumers worldwide. Whether you're a biotech founder, investor, or enthusiast curious about how innovative materials make it from lab to everyday products, this conversation offers rare insights into the intersection of consumer goods, biotechnology, and global scale manufacturing.Grow Everything brings the bioeconomy to life. Hosts Karl Schmieder and Erum Azeez Khan share stories and interview the leaders and influencers changing the world by growing everything. Biology is the oldest technology. And it can be engineered. What are we growing?Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.messaginglab.com/groweverything⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Chapters:(00:00:00) - Introduction and Opening Remarks(00:01:00) - Erum's Article on Industrial Biomanufacturing for Lichen Ventures(00:04:00) - The Vision of Boom Towns and Interplanetary Innovation(00:07:00) - Introduction to Amy Trejo and JC Garcia Garcia from P&G(00:11:00) - Amy and JC's Backgrounds and Roles at P&G(00:13:00) - Biotech Innovations Throughout P&G's 189-Year History(00:19:00) - What Makes Biotech Innovations Stick: Performance Over Everything(00:22:00) - Biggest Misconceptions About Partnering with Large CPG Companies(00:29:00) - How to Approach P&G: Show Product, Generate Data, Demonstrate Performance(00:31:00) - The Power of Reapplication Across Product Categories(00:35:00) - Successful Biotech Partnerships: SK-II, Align, New Chapter, Base Camp Research(00:39:00) - What Catches P&G's Attention at Conferences and Trade Shows(00:42:00) - The Role of Storytelling in Biotech Innovation and Consumer Engagement(00:47:00) - Five-Year Vision: The Future of CPG and Biotech Partnerships(00:49:00) - One Piece of Advice for Biotech Innovators: Reduce Ideas to Practice(00:52:00) - Quickfire Questions with Amy and JC(00:53:00) - Closing Thoughts: Impacting Billions of Lives Through Partnership(00:54:00) - Karl and Erum's Recap and Key TakeawaysLinks and Resources:Procter & Gamble (P&G)P&G Connect + DevelopP&G PartnershipsStellar: A World Beyond Limits and How To Get ThereIndustrial Biomanufacturing Needs Its Manhattan Project Moment by Erum Azeez Khan107. Glow Big or Go Home: Andy Bass's Journey with Glowing Oceans17. Beauty and the Biome with Jasmina Aganovic of ArcaeaTopics Covered: biotech, industry, biomanufacturing, bioprocessing, agriculture, agritech, strain engineering, biotech R&D, feedstocks, chemical engineering, bioengineeringHave a question or comment? Message us here:Text or Call (804) 505-5553 Music by: Nihilore Production by:  Amplafy Media

The 94 WIP Morning Team are discussing the mess that has become of the Eagles offensive coordinator search. Many coaches are choosing coordinator roles for other teams as opposed to the Eagles offensive coordinator and that is causing many questions and much conversation about the state of the Eagles offense and team as a whole.

The presence of Japanese pearl divers who worked in Australia from the late 1800s to the early Shōwa period lives on within Australian history and society. We spoke with Australian Noel Cleary, director of the recently released TV anime series "Shaun Tan's Tales from Outer Suburbia," and Norihiko Wakutani from Kushimoto Town Office in Wakayama Prefecture, Japan. - 1800年代後半から昭和初期にかけてオーストラリアで働いた日本人パールダイバーたちの存在は、オーストラリアの歴史・社会のなかに息づいています。今年公開されたばかりのTVアニメシリーズ「Shaun Tan's Tales from Outer Suburbia」のオーストラリア人監督ノエル・クリアリーさんと、和歌山県串本町役場の枠谷德彦さんにお話を聞きました。

Succession planning is one of the toughest challenges construction and contracting business owners face — especially when family is involved. In this episode, Dominic Rubino is joined by Josh Baron, Harvard Business School professor and family business expert, to break down why succession is so hard and what successful transitions actually require. In this episode, you'll learn: • Why founders struggle to let go of the business • The ARC of Succession: Assets, Roles, and Capabilities • How unclear ownership and leadership cause conflict • Why family governance matters in contracting businesses • How to prepare the next generation for long-term success This episode is essential listening for contractors thinking about retirement, selling their company, or passing the business to family.

Reviving a Winery Dream: The Story of Clad & CordonIn this episode of Small Town Big Business, hosts Jennifer Olson and Russell Williams talk with Lacey Rado and Caleigh Hill. The story begins with the sisters' surprising shift from their established careers to taking over an abandoned winery in Southern Illinois and transforming it into a vibrant business. They detail the restoration efforts including demolition, landscaping, and replanting vines. The conversation covers their operational roles, the challenges of establishing a winery in a remote location, and the importance of community connections. The episode also highlights their plans for entering the hard cider market and their dedication to making significant local contributions, from school sponsorships to organizing events. Additionally, they discuss mental shifts required for entrepreneurs and emphasize the value of adapting and continuously figuring things out. The sisters also point out the winery's efforts in creating a welcoming environment for families and pets, offering quality wines and beers, and ensuring accessibility for all visitors.00:00 Introduction and Hosts00:50 Meet the Guest Hosts01:07 Introducing the Winery Owners01:36 The Winery's History and Revival03:54 Family Background and Move to Southern Illinois08:16 Restoration and Renovation Efforts12:21 Business Challenges and Successes16:37 Roles and Responsibilities20:29 State Fair Marketing and Hospitality21:17 Award-Winning Wines22:15 Viticulture in Southern Illinois25:10 Local Connections and Community Involvement28:40 Events and Accessibility33:23 Transitioning to Entrepreneurship37:49 Future Plans and Offerings39:43 Conclusion and Contact InformationRecorded at EThOs Small Business Incubator and Co-working Spaces in Marion, Illinois.https://members.ethosmarion.org/ SUBSCRIBE TO THE PODCASTOur guest: https://www.cladandcordon.com/

This week on Hoop Troop, we break down Iowa high school basketball with a full preview of the MLK Classic, upset alerts, and the toughest places to play in Iowa.We dive into:How to define roles and build winning lineupsWhich teams are overachieving and under the radarCould Harrison Barnes' team make a run at the Iowa 1A state title?Plus:A new Lunch League LegendTony's expert analysisDoug's Pick of the WeekIf you love Iowa hoops, high school basketball, rankings, and game predictions, this episode is for you.Shooters shoot.LUNCH LEAGUE LEGEND: Thatcher Doughan - MOC Floyd ValleySchools mentioned: Waukee Northwest, Dowling Catholic, Valley, Cedar Falls, Ames, Pella, Norwalk, St. Eds, LeMars, Urbandale, Decorah, Heelan, Council Bluffs AB Lincoln

In this episode of the By Any Means Coaches Podcast, we sit down with Rikki Broadmore, head coach at Barking Abbey Academy and one of the most respected youth development coaches in the UK. Rikki breaks down how he designs principles of play around personnel, why efficiency metrics matter more than systems, and how Barking Abbey reverse-engineers the modern game to prepare players for college, professional, and international basketball. The conversation offers a deep look into how winning, development, and long-term athlete preparation can coexist when the process is clear.The discussion also dives into practice design, decision-making under constraints, defensive layering, and the importance of environment over drills. Rikki shares how limited practice time can still produce elite outcomes through efficiency, terminology, and intentional repetition. Beyond tactics, the episode highlights coaching identity, imposter syndrome, relationship-building, and why caring for players as people is the true needle-mover in long-term success.Episode Breakdown & Timestamps00:00 – Introduction and background on Rikki Broadmore 03:10 – Developing principles of play based on personnel 06:15 – Trends in European basketball and flow offenses 07:40 – The four key categories Barking Abbey prioritizes 09:45 – Defense driving offense and playing fast 12:10 – Shot selection, ego, and earning freedom 16:00 – Roles, expectations, and allocating minutes 18:00 – Practice design and decision-making development 21:15 – Constraints-led approach in team practice 24:50 – Teaching efficiency with limited practice time 30:00 – Terminology, communication, and coaching efficiency 35:30 – Knowing when to intervene as a coach 39:45 – Relationships as the biggest needle-mover 45:00 – Learning through collaboration and sharing ideas 49:30 – Layering defensive coverages for development 56:45 – Winning vs development and long-term perspective 01:01:30 – Process-driven culture and mindfulnessWebsite Links:Coaching Resources: https://byanymeanscoaches.com/resourcesBAM Blueprint Book: https://byanymeanscoaches.com/blueprint-bookIf you're a coach looking to improve how you design environments, structure practices, and develop players, make sure to explore our coaching resources and dive into Coleman's new book: The Modern Basketball Blueprint. For more conversations like this one, subscribe to the By Any Means Coaches Podcast and continue learning alongside coaches who care deeply about the craft and the people they serve.

When it comes to working in military intelligence, strong leadership skills and the ability to make quick decisions under pressure are key. Just as important to a mission's success is being a good team player.Those were the lessons and skills Chris Stillwell '24 carried into his two career pivots after his time working as a military intelligence officer for the U.S. Army. His first pivot landed him a role at Kearney in Dubai focusing on M&A integration and strategy consulting. Chris then decided to pursue an MBA at Rice Business to sharpen his financial skills and pivot once again into the world of investment banking. Now an investment banking associate at Bank of America, Chris joins co-host Brian Jackson '21 to discuss his military experience, why he chose Rice, how the program helped him make a major career transition, and his advice to those considering an MBA to pursue new career opportunities. Episode Guide:00:00 Introduction to Chris Stillwell01:03 Military Intelligence: Separating Fact From Fiction02:15 Roles and Responsibilities in the Army03:08 Leadership and Decision Making in High-Pressure Situations08:07 From Military to Consulting09:49 Living Abroad: Challenges and Cultural Insights15:02 Transitioning to an MBA at Rice University18:13 Involvement and Networking at Rice20:56 Entering Investment Banking: Preparation and Challenges25:37 Day-to-Day in Investment Banking28:46 Advice for Career Pivoters and VeteransThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:The moment Chris realized that Rice gave him an edge over his peers[20:48] Brian: Going into investment banking, was there, like, now an elevated sense of confidence of, Okay, I've done this before; I'll do it again?[20:56] Chris: Maybe some blind confidence sometimes. Yeah, you could even ask my parents. I went home for like four days for the Christmas break the year I was recruiting. And I was studying flashcards with my mom of all the IB 400 questions. And I was like, “I'm not going to get a job. You know, like all these people around me are much smarter than me. There's a really—we've got a really talented pool of candidates that are recruiting this year.” But you know, I felt like at the end of the day, the Finance Association and Rice, just the classes I took, really prepared me to understand the basics of finance, the basics that are expected of the interview process. And then, going forward, I saw when I started as an intern at the bank, I went to New York for a week…We were training with all these people from all these different schools, going to all these different groups in the bank, and some people didn't even know what a DCF was or didn't know how to do it that well, I should say. We were doing some practice problems, and I was like, “Wow, we're actually far ahead of a lot of these other schools and people.” So that was kind of good to see that Rice really put an effort into training us up. What Chris learned about leadership through three career pivots[30:15] There are certain people who can be leaders and are very good at being leaders. But being a good leader in the military might not translate to being a good leader at banking. And a lot of times you actually see that, or you see military officers leave the military and go into the corporate world and not be as successful. Because I really think you do need to tailor your leadership style to the one the industry you're working in, and two, the people you're working with, you know, different ways of operating motivate people differently. Like in the military, you could yell at somebody and hold them to a higher standard and maybe they'll do it. But if you yelled at somebody like, you know, a marketing job, they probably would shut down and that'd be the end of it. It really doesn't work the same. The leadership style is something that you have to adjust to the area you're working in.On how his military experience strengthened his teamwork skills[04:03] In the military, you are a leader, but you learn how to be a good follower as well. And I think what you do with that is that you are able to have great teamwork. You're able, like in my current job now, I have an analyst underneath me, but I have people like VPs and MDs above me and I can understand what their intent is and what we need to get accomplished in our day-to-day job, but also articulate to the people below me, Hey, this is the intent and this is how we do it. So it's kind of been very helpful in those soft skills.On how Rice gave him the academic foundation he needed[16:49] My reasons for going to Rice were great, but once I got there, I appreciated it a lot more. I really got exposed to, I mean, I was looking for some things like smaller classrooms for example. Like a lot of people we hire from Kearney were from Yale or HBS, and their class size was like a thousand people. And maybe you didn't have a lot of rigor in terms of academics. I think Rice, especially in the first term, really forces you to go to classes to do your homework, to learn the materials. And that was attractive to me as well, because I didn't come from a finance background at all. So I didn't even know what a DCF was before I came to Rice. So I was very grateful at that, you know, getting to Rice and realizing that it was such a good platform to be integrated into.Show Links: TranscriptGuest Profile:Chris Stillwell | LinkedIn

Every year, 12 million tons of architectural glass from skyscrapers and office buildings ends up in landfills. Even though you diligently put your glass bottles in the recycling bin, only 30% of collected glass actually gets recycled back into glass.Sydney Mainster, VP of Sustainability at The Durst Organization, is on a mission to change that. After watching hundreds of tons of perfectly recyclable glass from a 40-story building go to waste, she pioneered a partnership to recycle skyscraper windows across New York City.In this episode, Sydney and David Entwistle (Director of Major Projects at Saint-Gobain Glass) reveal:- Why glass is the ONLY material recyclers lose money on- The hidden contamination problem that shuts down $40M furnaces- How "sneaky sustainability" is making glass recycling standard practice- Why interior office glass is the secret to scaling this solution- The roadblocks preventing this from going nationalSydney and David are completely reimagining how we handle one of our most valuable building materials.

This week on RulaskaThoughts, Joe and Robert unpack RuPaul's Drag Race Season 18, Episode 3 — an installment that inspires far more commentary about the state of the franchise than about the challenge itself. Along the way, they detour through internet discourse, celebrity behavior, and why Drag Race increasingly feels like a legacy show coasting on goodwill rather than innovation. Joe opens by apologizing — not for the episode, but for how little the episode itself deserves attention. Both agree RDR Live wasn't actively painful, but also wasn't good — merely another in a long line of mediocre acting challenges. Juicy Love Dion wins for fully disappearing into character, even if she wasn't the funniest. Athena Love Dion's hosting performance sparks disagreement: Joe finds it serviceable and thankless, while Robert reads visible nervousness and lack of authority. Mandy Mango's critiques reignite the recurring Drag Race issue: queens being punished for doing exactly what's written in the script. The lip-sync song choice is widely panned as fundamentally ill-suited for a “lip-sync for your life,” regardless of who technically won. Joe lays out what he sees as a pattern of soft bullying toward Athena across multiple episodes. Evidence cited: Repeated exclusion from team selection Roles being denied without discussion or competition Other queens weaponizing “you should want this” logic against her Age-based digs becoming an easy, recurring punchline Joe questions why Athena is treated as the default host when other queens (notably Jane Doe) have equivalent hosting credentials. Briar Blush is positioned as a key instigator, particularly in steering Athena toward roles designed to undermine her. Robert counters that Athena may unintentionally fuel the dynamic through visible frustration and exaggerated reactions, making herself an easy target. Both acknowledge the possibility that off-camera behavior may be influencing how the cast responds — but stress that the edit has not justified the treatment so far. Joe argues the problem is not the cast, but entrenched production leadership. Drag Race is compared to Saturday Night Live: Long-running, culturally important Run by aging leadership increasingly out of sync with audience taste Resistant to structural change Discussion of why Drag Race scripts remain weak despite access to: UCB Groundlings Queer comedy writers who could elevate the material with minimal investment The absence of meme culture is flagged as a major warning sign — Drag Race no longer drives online conversation the way it once did. Alaska's recent comments about drag queens no longer releasing music are cited as another indicator that the franchise has lost its grip on the “gay dollar.” Joe dismantles the argument that Drag Race is “too hard to find,” noting it has always lived on basic cable. The real issue, both agree, is diminishing reward — viewers don't feel like they're missing a cultural moment anymore. Unlike earlier eras, skipping an episode now carries no social consequence. Next week's runway mash-up challenge is previewed with skepticism — familiar concepts repackaged yet again. The upcoming talent show inspires preemptive dread over self-serious spoken-word tracks and faux-quirky personas. Joe predicts certain queens are currently protected by “filler eliminations” — but their time is coming. This episode of RulaskaThoughts becomes less about RDR Live and more about Drag Race's identity crisis: a once-vital franchise struggling under the weight of its own longevity. While Joe and Robert still clearly care — and still watch — the conversation makes clear that love has shifted from excitement to obligation, and from celebration to critique. Learn more about your ad choices. Visit podcastchoices.com/adchoices

In the 3rd hour of the Morning Roast, Spadoni and Shasky are joined by NBC Sports, Bonta Hill who dives into how the Warriors can change their outlook in trading Jonathan Kuminga and who would be the right fit for the Warriors. Is it better just to keep Kuminga? One thing the Warriors can't do is get desperate.

Robert Blake was a former child actor and tough-talking TV cop. He was also a tough customer. He talked like a mobster, lived like a cowboy, and was intimately familiar with the rougher side of life. That rough side of life caught up with him in 2001, when he was charged with murder when his wife, Bonny Lee Bakley, was found shot dead in the front seat of Blake's Dodge Stealth. Depending on who you talk to, Robert Blake was either rightfully acquitted…or managed to escape justice. This episode was originally published on December 20, 2023. Sign up for our newsletter and get the inside dirt on events, merch and other awesomeness - ⁠GET THE NEWSLETTER⁠ Follow Jake and DISGRACELAND: ⁠Instagram⁠ ⁠YouTube⁠ ⁠X⁠ (formerly Twitter)  ⁠Facebook Fan Group⁠ ⁠TikTok To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

In this week's conversation, I'm continuing the thread from last week's breakthrough and slowing it down even further. We're talking about the roles we play and how easily they become identities. The good friend. The steady one. The caretaker. The one who holds it all together. Roles that once felt loving or necessary can quietly become places we get stuck, especially when we stop asking whether they still fit.This episode is an invitation to notice where you've been living on autopilot, confusing who you are with what you've always done. We explore what it means to gently loosen these roles, to be seen as your true self, and to allow this season of wintering to support release rather than constant effort. If you've been feeling tired, unseen, or quietly stretched thin, this conversation is for you.Wild Minds Apple - https://apps.apple.com/us/app/wild-minds-manifest-daily/id1598957508Wild Minds Google - https://play.google.com/store/apps/details?id=com.wildminds_front&pcampaignid=web_shareThe Manifestation Portal - https://mollylovesmornings.substack.comInstagram - @mollylovesmornings | @wildmindsmanifest

Descubre el propósito detrás de tu trabajo y familia, aprendizajes personales, gestión de emociones y cómo equilibrar cada etapa vital.   Minuto a minuto del episodio:   - Propósito y legado: pequeñas decisiones, grandes huellas en lo profesional y familiar (00:00:00)   - Aprendizajes, cambios personales y cómo mirar tu camino sin presión (00:03:09)   - La gestión diaria: cómo equilibrar desarrollo y mantenimiento en roles clave de la vida (00:07:27)   - Aprendizajes prácticos: riesgos, límites y el arte de no perseguir mejoras infinitas (00:11:47)   - Modelos de pensamiento y ejemplo para los hijos: optimismo vs. realismo y consecuencias en la crianza (00:16:21)   - El "superpoder" pesimista: cómo el realismo potencia la toma de decisiones en los equipos (00:23:41)   - Roles laborales y automatización: el valor de delegar y reinventar el trabajo (00:29:44)   - ¿Cuándo y cómo terminaría Superhábitos? La gestión de puertas abiertas (00:34:26)   - Jiu Jitsu, libertad y el arte de desafiarse: el impacto de las artes marciales en el bienestar personal (00:36:20)   - Ping pong final y confesiones secretas: música, dulces, vergüenzas y el día perfecto (00:48:27)  

How Have Player Roles Evolved in Football Manager? The FM Show Podcast Hello folks and a belated Happy New Year to you all! It's been a while since we sat down and had recorded the podcast so there's quite a lot of catching up to be done! Tony, SYC and RDF reflect on what happened during their Christmas holidays, MORE problems within FM, gameplay roles, If you've enjoyed todays show, please leave a like on the video and consider hitting subscribe to the channel. Also leave a comment about your favourite part of the episode. Support us on Patreon and join the The FM Show squad! Enjoy early access to our public episodes, bonus weekly episodes, exclusive content, and you get access to secret channels on our Discord for just £3 a month! Sign up now: http://www.patreon.com/TheFMShowPod WE HAVE MERCH! https://httpsthefmshowpod.creator-spring.com/ Treat yourself to some merch. We've got tees, sweatshirts, hoodies, and are personal favourite, the legends tee. Follow Our Socials https://www.youtube.com/channel/UCJwruCy5lH44iFcyE150oeg http://www.twitter.com/thefmshowpod https://www.tiktok.com/@thefmshowpod http://www.instagram.com/thefmshowpod Join the Discord: https://discord.gg/TKPCUEZDvt Listen Now Spotify: https://open.spotify.com/show/6t7BLXSECt0y9AWHU1WgRj Apple: https://podcasts.apple.com/gb/podcast/the-fm-show-a-football-manager-podcast/id1698580502 Amazon: https://a.co/d/9hJSX0U Tony Jameson http://www.tonyjameson.co.uk http://www.twitter.com/tonyjameson http://www.instagram.com/tonyjameson https://www.tiktok.com/@tonyjamesonfm https://www.facebook.com/tonyjamesonfm http://twitch.tv/tonyjamesonfm https://www.youtube.com/@tonyjamesonFM RDF Tactics https://www.rdftactics.com http://www.twitter.com/rdftactics http://www.instagram.com/rdftactics http://twitch.tv/rdftactics http://www.youtube.com/@RDFTactics Si Maggio http://www.twitter.com/simaggioFM http://www.twitch.tv/simaggio https://www.youtube.com/@SiMaggio SecondYellowCard http://www.twitter.com/secondyellowcrd http://ww.twitch.tv/secondyellowcard https://www.youtube.com/@UC7BbOekYYnfJtGjIYsh_yWw Follow our sibling podcast The WFM Show https://www.youtube.com/@thewfmshow Football Shirt Social http://www.twitter.com/footyshirtsoc https://www.youtube.com/watch?v=a0FIqZvpICI Music by Bensound.com/royalty-free-music License code: V6IIGILBEOHJEGAT Artist: : Benjamin Tissot The Football Manager podcast for all of your Football Manager needs. #podcast #FM26 #footballmanager Learn more about your ad choices. Visit podcastchoices.com/adchoices

Talent alone doesn't build a state-level program.Trust, role clarity, and consistent leadership are what hold teams together when it matters most.Welcome to Oak Performance Radio, where performance, preparation, and perspective come together. This show breaks down what it truly takes to perform at a high level, physically, mentally, and personally, both in sport and in life.Episode HighlightsIn today's episode, Bryanna Weiskircher-Moore and Devin Moore break down what strong coaching looks like behind the scenes. They share how setting expectations early, communicating roles clearly, and staying consistent as leaders helped shape the culture at Rockford Christian. The discussion highlights why bench roles matter, how trust is built over a season, and how steady leadership contributed to a fourth-place state finish. This episode offers a practical perspective for coaches, athletes, and parents navigating team dynamics and performance.Episode OutlineIntroductions and BackgroundsAdam Lane welcomes the guests and outlines the purpose of Oak Performance Radio.Bryanna Weiskircher-Moore shares her background growing up in Rockford, attending Boylan High School, and competing at Penn State.Devin Moore discusses his upbringing in Pennsylvania, his playing career, and coaching experience at multiple levels.Coaching Values and PhilosophyAligning personal coaching values with school and program expectations.The importance of honesty, consistency, and emotional steadiness as a coach.Leading with clarity instead of reaction.Team Dynamics and Role ClaritySetting expectations early when working with a new team.Helping athletes understand and accept their roles, including bench roles.Preparing depth so players are ready when opportunities come.Communication Inside the ProgramOpen conversations between coaches and athletes.Maintaining alignment among coaches to avoid mixed messages.Addressing issues early rather than letting them linger.Handling Challenges During the SeasonManaging player expectations and emotions during competitive stretches.Using team bonding and shared accountability to navigate adversity.Creating an environment where support and competition coexist.Impact on Performance and ResultsHow a steady coaching presence influences confidence and trust.Lessons carried over from high-level playing experience.Translating culture into consistent performance on the court.Building a Sustainable Volleyball ProgramDeveloping athletes beyond just physical skills.Modeling behavior coaches want athletes to adopt.Establishing standards that last beyond one season.Episode Chapters00:00 Intro02:09 Coaching Experiences and Philosophies32:16 Team Dynamics and Player Development33:21 Handling Team Challenges and Building a Program52:00 Impact of Coaching Style on Team Performance52:13 Building a Supportive Coaching Environment 52:44 The Role of Coaches in Player Development53:30 Building a Strong Volleyball ProgramAction TakenReflect on how expectations are communicated within a team or program.Identify whether every athlete understands their role and value.Commit to consistent communication between coaches and playersConclusionStrong teams don't happen by accident. They're shaped by leaders who stay consistent, communicate clearly, and care about every role within the group. This conversation is a reminder that performance improves when trust is built first, and that culture always shows up on the scoreboard.CTAFollow and tag @rockfordchristian.volleyball to stay connected with the program and see how these principles show up throughout the season.Supporting InformationFacebook: https://www.facebook.com/oakperformancelabInstagram: @oakperformanceThank you for spending time with Oak Performance Radio. Every listen, share, and conversation helps move the mission forward, and your support means more than you know.

Send us a textWhat's the real difference between an analyst, a manager, and a partner in consulting?In this episode of Consulting Unpacked, Jenny Rae Le Roux breaks down how consulting roles actually work — what changes as you move up, what each level is responsible for, and what firms value most at every stage.You'll learn:What analysts, managers, and partners really do day to dayWhy being great at analytics isn't enough as you move upHow expectations shift from execution to leadership to visionIf you're considering consulting or trying to understand how the career path actually works in practice, this episode gives you the insider view.Additional Resources:Create a free profile + access the Job Board (1K+ jobs)Take the Consulting Fit Quiz (free self-assessment)Get full prep support with Black BeltPartner Links:Learn more about NordStellar's Threat Exposure Management Program; unlock 10% off with code SIMPLIFIED-10Connect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

FFFF Ep202 Fave Five Bruce Willis Rolesbit.ly/ffff202 - bit.ly/vffff202Bruce Willis brings the big guns to episode 202 as photographer and pal David Morris zooms in from the Cave of Destiny to help us count down our favorite roles from everyone's favorite smirking action hero. Whether he's saving the day in a blood-soaked undershirt, traveling through time, or just trying to survive another impossible situation with nothing but wit and a winning smirk, Bruce has given us decades of unforgettable performances. Join us in the Plastic Microphone Studios as we debate which Bruce is best Bruce, share some behind-the-scenes tidbits, and try not to get too distracted talking about that iconic hairline. Links can be found on our profile page and at www.linktr.ee/hulkboy. Visit & interact on Instagram ( @FaveFiveFromFans ), X ( @Fave5FromFans ), Facebook ( FaveFiveFromFans ), and our website (www.FaveFiveFromFans.com). Also, check out Plastic Microphone Studios' X and Instagram ( @PMStudiosPod ) and the great stuff on X from Complete Disarray With Jamie Ray ( @DisarrayPodcast ), The Average Home Theater Reviews ( @AHT_Reviews), Red Dog Terrain ( @RedDogTerrain ), Sequel House (@SequelHousePod ), and more!Fave Five From Fans - www.youtube.com/@favefivefromfans6580 The Average Home Theater Reviews - www.youtube.com/@averagehometheater4901Red Dog Terrain  - www.youtube.com/@reddogterrain Sequel House - www.youtube.com/@SequelHousePod #FaveFiveFromFans #FFFF #PMStudiosPod #podcast #podcasts #podcasting

In this episode, Paul Andrews dives into one of the most common mistakes guitarists make when jamming: the belief that you need to be soloing all the time. Whether you're jamming with others or with a backing track at home, understanding and embracing your role in the music is what truly elevates the experience.Key Topics Covered:The Three Essential Roles in a Jam:Timekeeper:The backbone of any jam.Provides solid rhythm, groove, and consistency.Not just for beginners—crucial for all musicians.Steady chord strumming or repeating simple riffs anchors the music.Supporter:The glue that holds the jam together.Adds chord changes, small fills, dynamic shifts, and textures.Reacts to others, listens, and creates space—often less noticed but vital.Speaker:The lead voice: melodies, solos, and musical statements.What most think of when they imagine jamming, but shouldn't be everyone's focus at once.Works best when time and support roles are present.How Jams Fall Apart:When everyone tries to be the speaker at once, musical communication breaks down.Practical Jam Challenge:Put on a simple backing track and deliberately cycle through each role:Focus on timekeeping for one minute.Shift to supporting, adding fills or dynamic changes.Become the speaker—play a short, clear musical phrase.Repeat the cycle or reflect on which role felt most natural.Use this as a roadmap for structured practice rather than just noodling.Empowering Beginners:You don't need to solo to belong in a jam.Solid timing and support skills mean you're already playing like a musician.Action Steps:Try the four-step jam practice outlined byPaul AndrewsReflect after each jam on which role you found easiest or most challenging.

AI has moved from pilot projects to boardroom urgency. Companies feel the pressure to act, hire, and keep up. Many start with tools or chase a single unicorn hire. Chris Morrow, Founder of Digitalent, explains why this approach fails and why the real battle is for people who can drive transformation, culture change and long-term value. In this episode, Chris draws on two decades of experience in tech recruitment and his work with VC-backed startups, global enterprises, and governments. He breaks down why AI hiring is unlike any previous talent cycle. Roles are ill-defined, expectations are inflated, and the best candidates command eye-watering compensation, especially in the US. He describes the AI talent market as an arms race, with startups, big tech and even nations competing for the same small pool of elite engineers and researchers. The conversation goes beyond salaries and job titles. Chris shares what AI-ready companies do differently, why small proof-point projects matter more than grand 18-month programmes and how misuse of AI can kill belief internally before value is ever realised. The episode also explores the global picture. The US surge in AI investment and talent density. The UK experiences brain drain and risk-averse capital. Australia's early-stage market. Chris offers a blunt assessment of government readiness, education systems and why countries that fail to treat AI as a productivity and talent priority will fall behind. This is the ultimate episode on the AI talent war, covering what companies should fix before hiring, which roles actually matter, how the best teams are built, and why the next decade will reward organisations that treat AI as a people-and-change challenge first and a technology problem second. Show notesCheck out Digitalent: https://digitalent.agencyConnect with Chris on LinkedIn: https://www.linkedin.com/in/chrismorrow/Discover UKAI: https://ukai.co/Follow Kane Simms on LinkedIn: https://www.linkedin.com/in/kanesimmsTake our updated AI Maturity Assessment: https://vuxworld.typeform.com/to/a26bf9Rr?utm_source=podcast&utm_medium=audio&utm_campaign=vuxconsulting25Subscribe to VUX World: https://vuxworld.typeform.com/to/Qlo5aaeWSubscribe to The AI Ultimatum Substack: https://open.substack.com/pub/kanesimms Hosted on Acast. See acast.com/privacy for more information.

Noam Lovinsky is the CPO @ Superhuman (formerly Grammerly). Prior to Superhuman he was a Senior Director of Product Management at Facebook. In his earlier years he was CPO @ Thumbtack and spent 5 years as a Director of Product Management at Google where he was responsible for all of Youtube's applications.  AGENDA: 03:43 What is Great Product Leadership in a World of AI 07:45 Does the Design Phase Die in a World of Vibe Coding 12:21 How AI Changes Product Development Most 22:23 Accelerating Product Development 29:32 AI's Impact on Product Building 34:19 Predictions for 2026 34:45 Quick Fire Round 38:41 Reflections and Future Plans  

Join Jaeden and Conor as they delve into the evolving landscape of work influenced by AI. Discover insights from industry leaders like McKinsey and General Catalyst on why the era of "learn once, work forever" is over. Explore how AI is reshaping job roles, the importance of strategic thinking, and what the future holds for client-facing positions. Tune in for a thought-provoking discussion on adapting to rapid technological changes.Get the top 40+ AI Models for $20 at AI Box: ⁠⁠https://aibox.aiConor's AI Course: https://www.ai-mindset.ai/coursesConor's AI Newsletter: https://www.ai-mindset.ai/Jaeden's AI Hustle Community: https://www.skool.com/aihustleSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As artificial intelligence accelerates, many leaders, founders, and professionals are quietly asking the same question: Where do I still matter? If machines can write, analyze, summarize, and even "sound" human, what is left that cannot be automated? In this episode of On the Brink, I sat down with branding strategist and neuroscientist-turned-entrepreneur Carey James, co-founder of Brand Alchemy, to explore why a personal brand—not technology—is becoming the defining asset of the future. What emerged was a powerful reframing of branding—not as self-promotion, but as survival. Branding Isn't About Visibility—It's About Trust Carey's journey began in neuroscience labs and academic research, where brilliant minds often remain invisible. In these labs, the work mattered deeply, yet few people beyond their field ever heard about it. That disconnect led him to a simple realization: impact doesn't scale unless people know who you are. Branding, in Carey's view, is not about being flashy or loud. It is about becoming trustable at scale. Human beings evolved to live in tribes. We trusted the hunter, the healer, the builder—not because of logos or résumés, but because we knew who they were. That same ancient wiring still governs modern decision-making. Whether we are choosing a consultant, an executive hire, a keynote speaker, or a company to invest in, the first question is rarely "Is this organization impressive?" It is almost always: Do I trust this person? Your Name Is the Asset—Not the Logo One of Carey's most important insights is deceptively simple: your personal name is likely the most valuable asset you will ever own. Companies come and go. Products evolve. Roles change. But trust attached to your name transfers from project to project. This is why serial entrepreneurs can fail, pivot, and succeed again—while others disappear after one setback. In the age of AI, this becomes even more critical. You will not always be the smartest voice in the room. Algorithms already out-compute us. What they cannot replicate, however, is your lived experience, judgment, pattern recognition, and imperfections. Those human elements—your way of thinking, questioning, connecting ideas—are what create differentiation. The "Label on the Bottle" Problem Most people struggle to articulate their own brand because they are trapped inside it. Carey calls this the label-on-the-bottle syndrome: when you are inside the bottle, you cannot see the label. The solution is not more introspection—it is perspective. Carey encourages leaders to do what great organizations already do through 360-degree reviews: ask others how they experience you. Patterns emerge quickly. Strengths, quirks, values, and stories surface that feel obvious to everyone else—but invisible to you. This external clarity becomes the foundation of an authentic brand, not a manufactured one. Watch our podcast with Carey James here. Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Learn more about our books here: Rethink: Smashing the Myths of Women in Business Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success On the Brink: A Fresh Lens to Take Your Business to New Heights Watch for our new book, Rethink Retirement: It's Not The End--It's the Beginning of What's Next. Due out Spring 2026. Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk!

Episode 162 — Advantage Arsenal: Narrow First Leg Win After a Dominant Performance at Stamford Bridge in the Carabao Cup Semi-FinalThe boys are back as Gav, Ells and special guest JJ react to Arsenal's first-leg victory over Chelsea at Stamford Bridge in the Carabao Cup semi-final — a night that delivered control, chances, and a narrow advantage that perhaps didn't reflect the balance of play.The discussion begins with Arsenal's approach to the tie, including selection choices, goalkeeper debate, and how the team set the tone early. With Arsenal dominating large stretches of the first half, the panel explore why a strong performance failed to translate into a more commanding scoreline, touching on chance creation, shot selection, and decision-making in key moments.There's detailed analysis of Arsenal's midfield structure and evolving roles, including how balance, chemistry, and positioning continue to develop as personnel return from injury. The conversation also examines set-piece execution, attacking movement, and what different striker profiles bring to Arsenal's play — particularly in moments where control needs to become separation.Defensively, the episode breaks down the goals conceded, game management in knockout football, and how small errors can shift momentum even during dominant spells. Goalkeeper involvement, box control, and recovery actions are all discussed as Arsenal once again navigate fine margins in a semi-final setting.In the second half, focus turns forward. The panel preview Arsenal's upcoming trip to Nottingham Forest, discussing defensive availability, workload management, and how Arsenal should approach a fixture shaped as much by desperation as quality. There's also discussion around key Premier League matches elsewhere, including the Manchester derby and Tottenham vs West Ham, and what those results could mean in the wider title picture.The episode closes with the Who Am I? game, featuring a former Arsenal forward whose career took him across Europe — and prompts a few nostalgic reflections along the way.A first-leg advantage secured, questions still to answer, and a season entering a defining stretch.Chapters:(00:00) - Arteta's Non-Negotiables Intro(00:50) - Chelsea Semi-Final Context & Selection Decisions(02:35) - Goalkeeper Debate: Structure, Crosses & Build-Up Play(04:20) - Fast Start & Early Pressure at Stamford Bridge(05:06) - 0-1 | Set-Piece Breakthrough and Corner Execution(07:12) - Missed Chances & Shot Selection Frustrations(11:41) - Midfield Balance, Roles & Chemistry Questions(16:49) - First-Half Control Without Separation(18:12) - 0-2 | Gyökeres Finish and Box Presence(21:11) - Attacking Relationships & Service to the Striker(23:15) - 1-2 | Momentum Shift & Defensive Breakdown(26:13) - Garnacho's Face / Most Disliked Players(27:40) - 1-3 | Zubimendi's Goal and Game Control(29:16) - Refereeing, Game Management & Discipline(31:04) - Missed Chances to Kill the Tie(31:44) - 2-3 | Late Goal Conceded & Narrow First-Leg Margin(33:55) - Full-Time Reflection, Stats & First-Leg Takeaways(37:22) - PT.2 Who Am I? (Game)(38:40) - Prediction Game Table Update(39:18) - MW22: Tottenham vs West Ham Preview (Prediction Game)(44:56) - MW22: Manchester Derby Discussion(50:22) - NFOARS: Match Preview(01:02:48) - Who Am I? Reveal & Closing Thoughts

#384Time Traveler Estate SaleNice Games Jam2025.04.10Roles reverse as Dale joins Stephen and Lydia for a Nice Game Jam prompted by Mark. The results are an antiques-fueled jaunt through time, and an unexpected win for Stephen.Costcodle - Zak Kermitz, CostcodleTimeline Inventions - Zygomatic, ZygomaticHypodermic Needles - Sawbones: A Marital Tour of Misguided Medicine, Maximum FunPrompt"Come up with a game where the winner is the player who gets (or gets closest to) a certain amount of points, but that amount changes from round to round. Hard mode variant: the players don't always know what the amount is."Game typeTabletop gamePlayer count2-8MaterialsSet of item cards from various years10 chips for each playerSet of years/eventsTimerSetupPlace 8 item cards on the table easily accessible for all players. Pick a random year/event. Set timer for 1 minute.RulesStart the timer to start the roundWhile the timer runs, players place chips on items to bid on themWhen the timer runs out, the player with the most chips on an item gets that item. In a tie, no one gets an item and it gets added to the pool during the next roundItems that are earned get their times revealed, player closest to the chosen year/event winsPlay repeats for three rounds, player with the most round wins wins the game

In this episode, we sit down with Larry Hagner, founder of The Dad Edge and author of The Pursuit of Legendary Fatherhood. We talk about a powerful idea Larry calls “the drift”—how men can slowly lose focus in their roles as husbands and fathers without even realizing it. Larry shares how to interrupt that drift and become more intentional at home, strengthen your marriage, and build deeper connections with your kids. We also dive into practical habits, mindset shifts, and simple actions dads can take right now to create a more fulfilling family life. If you're a husband or father who wants to show up better for the people who matter most, this conversation is for you. Chapters

Hour 4 of the Ken Carman Show with Anthony Lima

Go to www.LearningLeader.com to learn more... This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. www.InsightGlobal.com/LearningLeader My Guest: Mike Deegan just led Denison University Baseball to their first College World Series appearance in program history. He's been named Coach of the Year in back-to-back years and is the all-time winningest coach in school history. In this conversation, Mike shares how he uses Mudita to build culture, how to help people get out of slumps, and why discipline and consistency are superpowers. Key Learnings (in Mike's words) Mudita is a vicarious joy. Can I be happy for another's success as if it's my own? To me, that is like the secret sauce of life. Obviously, in a sports team, not everyone can be the star. One of the biggest misconceptions is that the star rotates. Yeah, you need a superstar to compete at the highest levels, but to win, you're going to need pinch runners, you're going to need the guy laying a big block. It's going to take everyone. It's really celebrating everyone's contribution. In recruiting, I ask parents: Can you be happy for another kid's success as if it's your own? If your neighbor gets a new car, are you happy for them? Or do you say, "Oh, I wish. I bet his parents bought that for him." There are just different ways to show up for people, where you can just have joy. By pouring yourself into others, especially in sports, I think it frees you up to perform your best.  Envy is a natural feeling. I don't want anyone to feel that envy from me. I think what we're saying is that envy is a natural feeling. Wanting to do great yourself, those are very natural, and I want people to live in that space. But can we just stop it and be a little bit more intentional and just celebrate what other people are doing well? Spot the good first. As a consultant, there are two ways you can do things. One is to find the negative, and that's really easy to do. But I try to go and spot the good first. There's plenty of time to nitpick later on. Find some opportunities to help people grow.  People love to talk about themselves. My wife is very quiet, a great listener, and people love her. She has a million best friends, and no one knows it because she doesn't talk a whole lot. She just listens. If you can just listen and get people to talk about what they're passionate about, it's a life secret. You can tell when someone's really passionate about what they're doing, and you can tell when they're on the fence because they speed up when they talk, they get a little excited. Curiosity is a great way to show love. If you approach it from envy, we don't unpack the cool story. But if you lead with curiosity and not envy, it unpacks everything. I do think it takes a level of self-awareness and comfort in your own skin.  How to build self-awareness: Read, write, and get around wise people. If you read a decent amount, if you write (and that was my forcing function, to actually write and put thought to paper), and then get around wise people and just have conversations, I think you'll start building out the awareness of who you are and what you value.  A systems thinker builds frameworks that outlast individuals. It's someone who can build out frameworks that are built to put people and the organization in the best spot to win and be successful. It's a framework that outlasts individuals. Coaches may leave or players may leave, but if you have a system built out that it can sustain losing certain individuals, because things are cranking and you can repeat the work. You can do iterations and quickly test if you're getting closer or further from your goals. I almost try to talk people out of coming here. The most underrated thing in our recruiting is when they sit with me, I almost try to talk people out of coming here. I'll say, "Hey, what's the main driver?" If they say playing time, I'm like, "Hey, that's great. That's an awesome goal, but I wouldn't come here for that. We're going to play our best players. But that's not why you come to Denison. You come to be a part of something bigger than yourself, and there are all these other places where you're going to have a much better shot at that." I'm always listening in on what they value and trying to challenge it. Almost get people to self-select out. The better your culture is, you can take chances on people. It's like Randy Moss and the New England Patriots. Tom Brady was an alpha, and you could bring people in and take a risk and see if they can conform to the culture a little bit. When you have things in place, our locker room was phenomenal. People would say, "Hey, I don't know, this kid has some red flags." I'm like, "Red flags, like he's a serial killer? Or like red flag,s like he's super competitive?" The locker room would take care of a lot of that. If there's something built out that you feel pretty strongly about, I think you can take in some of these high-risk, high-reward people because they can't damage the culture like you would think they can. Early on in that tenure, I was very, very careful with this. But now we can take some chances on people if the DNA is right. The lack of seriousness pushed people out. When I took over, I'm the opposite of the guy I played for. And every time someone quit, I would just say thank you. And I meant that too because we were going in a certain direction. There was talent. It needed more seriousness. We had enough talent that it was going to allow us to compete at a conference level. I think it's amazing when you can just put boundaries and guardrails and point people in the right direction. We just provided a little structure, a little discipline. The DNA of great teams: Roles, sacrifice, discipline, leadership, joy. Everyone has a role and to beat objective expectations. When good meets good, you have got to understand that every role is essential to the cause. Status goes away. Second, we're in this together. There's no prima donna. I think that's what happens with championship teams. For us to compete on a national level, our guys do miss out on a lot. Grades may suffer. There are trade-offs with this thing. Then I hear discipline. Discipline and consistency is a superpower. The people that I see that really excel in the professional baseball world they seem to have a maturity about them at a much younger age. And that comes with discipline and consistency. Then leadership. There's going to be someone that's navigating the ship. In my beautiful world, it would be where that person's not an egomaniac. They're not in front. They're just waiting for everyone to get out. The last thing is joy. People tend to enjoy what they're doing. They do it with a smile on their face.  "Don't hire for when you think times are good. Hire for the person you wanna be around when times are bad because they're coming." An example of a great team outside of sports: The Chilean miners found roles quickly and stuck together. They had food for two days but rationed it out. They had a spiritual leader, medical guy, someone to keep them on task. Everyone had a specific role and they performed it. How you talk to your teammates is how you should talk to yourself. I had a conversation with a kid that I really admire on our team and I said, "Hey man, I never hear you talk to your teammates like you talk to yourself. Give yourself some grace." Being really hard on yourself can also be a cop out because there are ways to channel that. Sometimes people will say "I'm a perfectionist, or that's just who I am." Come on man. A perfectionist to me, they put an insane amount of work to earn the right to be. I think we use that term pretty lightly sometimes. Confidence is built through evidence. Ryan's self-talk before a keynote sounds like this, "What an opportunity to create some evidence."  How to help a hitter get out of a slump: Simplify and control the controllables. When a player's in a slump, they're probably working harder than they've ever worked in their life. But I think it's almost like they're working aimlessly. So what I try to do is simplify. I had a hitter once, he's trying everything.  I gave him one swing thought for two weeks. Just get the barrel to the ball. Don't worry about launch angle, don't worry about exit velo. Can you just put good wood on the ball? We're going to control what we can control. And slowly you start seeing some results and that evidence starts compounding and you get your mojo back. You gotta be intentional with your energy before high performance. As a coach, how you show up is going to be really, really important. I saw Texas A&M's coach say you have to be the opposite of what the moment requires. While everyone's excited, you need to be the calm. And then when the proverbial is hitting the fan, you have to be the one with optimism. Getting yourself in the right mental frame to handle high performance is required of a coach and a leader. Baseball teaches you to stay calm for three hours. You don't play baseball at 130 heartbeat. It's more of Can you get that thing down? And anything I do to increase it myself, I'm going against what it takes to be a successful player. People can think baseball is boring, but what you're seeing is people trying to stay calm for three hours.  Does that intensity actually lead to results? It's just basic stoicism. Baseball is the ultimate controlling what you can control and releasing what you can't. I don't know if this next ball's coming to me, but what do I do now? I can control my breathing. I control my first pitch prep step. What can you control? And I would challenge you to think, does that intensity or that emotion, does it actually lead to results or not? If it's helping you be the best version of yourself, go ahead and do it. But sometimes that overstimulation, that over emotion, it's probably just putting a lot of anxiety on your people. Just regulate, stay calm and execute. What does the team need from you right now? I think a good analogy is a cornerman in boxing. My dad used to always say, Watch a cornerman in boxing because some people you gotta smack. Some people say, "Come on champ. You're the best. You're the best. You're the best." When you're walking out there, you're trying to think, what does the team need from you right now? What message? If I'm a mirror, what do they need to see? Do they need to see calm, they need to see reassurance? Are we playing a little timid and scared? And maybe you're trying to jolt them a little bit with some energy and some choice words. There's an intentionality to it. You're trying to speak some stuff into existence, even if you're making stuff up. You acknowledge it, and then you also try to point them in a direction for improvement. Life throws haymakers at you all the time. I think that's the greatest gift that we can give people through sports. Most of us experience adversity along the way. It's this unique ability to just keep moving. You reflect, you try to get better. You give yourself some grace, you move on. You just keep working through that process. As simple as it may sound to us, I don't think many people can get there.  "Setbacks are temporary. I bounce back quickly." I write this down in my lineup card. You're creating evidence. It's something very simple, but I'm going to take a punch and I'll bounce back quickly. I think those are just good reminders in life. This happens. We're going to respond. Reflection Questions Mike practices Mudita by being genuinely happy for others' success without envy. Think of someone in your life who recently had a big win (promotion, new house, achievement). Were you genuinely happy for them, or did envy creep in? What would it look like to celebrate them more fully? He says "Don't hire for when you think times are good. Hire for the person you wanna be around when times are bad." Who on your current team would you want in the foxhole with you during a crisis, and what qualities make them that person? Mike asks himself before big moments: "What does the team need from me right now?" rather than just reacting emotionally. Think about a high-pressure situation coming up in your life. What will your team/family/colleagues need from you in that moment, and how can you prepare to show up that way? More Learning #217 - JJ Reddick: You've Never Arrived, You're Always Becoming #281 - George Raveling: Eight Decades of Wisdom #509 - Buzz Williams: The 9 Daily Disciplines Audio Timestamps: 02:11 Implementing Mudita in Teams 06:22 Curiosity and Spotting the Good 14:54 Recruiting and Hiring Philosophy 20:36 Building a Winning Culture 24:46 DNA of Great Teams 27:55 The Importance of Team Sacrifice 28:53 Leadership and Joy in Tough Times 29:42 Handling Adversity in Sports 31:06 The Role of Self-Talk in Performance 36:52 Staying Calm Under Pressure 42:26 Lessons from Sports for Life 46:12 The Value of Resilience and Bouncing Back 48:29 EOPC

This week on Black on Black Cinema, the crew returns to discuss the 2024 dark comedy drama, "On Becoming a Guinea Fowl." The film follows Shula, who on an empty road in the middle of the night, stumbles across the body of her uncle. As funeral proceedings begin around them, she and her cousins bring to light the buried secrets of their middle-class Zambian family.

What if your systems feel broken because you're running big-company playbooks in a small, bootstrapped business? Layla Pomper, founder of ProcessDriven, joins us to share how small teams actually build systems that work. We cover what to prioritize before even thinking about SOPs, how to systemize without hiring an integrator, plus the AI & automation tools her audience is quietly using to move faster. LINKS Dive into more of Layla's systems content (https://www.youtube.com/@LaylaPomper) EOS Business System (https://www.eosworldwide.com/) Meet other location-independent founders like Layla inside Dynamite Circle (https://dynamitecircle.com/) Hang out exclusively with 7+ figure founders in DC BLACK (https://dynamitecircle.com/dc-black) CHAPTERS (00:01:44) Today's Guest: Layla Pomper (00:06:18) Manage Your Mistakes (00:13:47) Radical Simplicity in Your Systems (00:17:53) People vs Roles (00:22:26) Defaulting to Delegation (00:26:59) Asking For Help & Meeting Cadences (00:31:40) Why EOS Breaks Down For Small Teams (00:39:31) Stop “Hiring” Software, Build the System First (00:42:58) New Tools Worth Paying Attention To (00:47:24) To YouTube, Or Not to YouTube? CONNECT: Dan@tropicalmba.com Ian@tropicalmba.com Past guests on TMBA include Cal Newport, David Heinemeier Hannson, Seth Godin, Ricardo Semler, Noah Kagan, Rob Walling, Jay Clouse, Einar Vollset, Sam Dogan, Gino Wickam, James Clear, Jodie Cook, Mark Webster, Steph Smith, Taylor Pearson, Justin Tan, Matt Gartland, Ayman Al-Abdullah, Lucy Bella. PLAYLIST: [link to Doomsday Business Ideas episode] Numbers Gone Wild: The Hidden Cost of Being Data-Driven (https://tropicalmba.com/episodes/numbers-gone-wild-hidden-cost) Financial Traps, Profit Truths, and What's Next at TMBA (https://tropicalmba.com/episodes/financial-traps-profit-truths)

Visit https://teachhoops.com/ for rotation management tools, playing time tracking resources, and strategic frameworks that help you make decisive lineup decisions while maintaining team chemistry and player buy-in throughout the season. In this episode, we dive into one of the most consequential yet anxiety-inducing responsibilities every basketball coach faces: establishing clear player roles and building rotations that maximize your team's competitive advantage while keeping everyone engaged and accountable. This isn't just about deciding who starts and who comes off the bench—it's about communicating expectations clearly, matching roles to player strengths, managing egos and emotions, and having the courage to make tough decisions that serve the team's success over individual feelings. We explore the foundational work required before you ever set a rotation: honest evaluation of each player's skills, basketball IQ, defensive capability, and mental makeup, then determining what roles your team needs filled—primary scorer, secondary ball handler, defensive stopper, rebounder, shooter, energy guy off the bench. You'll learn how to communicate roles to players in ways that build ownership rather than resentment, why role clarity actually increases player satisfaction even for bench players, and how to create competition for minutes that elevates practice intensity without destroying team culture. We discuss specific rotation strategies: how many players should be in your main rotation, when to shorten your bench in critical games, how to get bench players meaningful minutes without sacrificing competitiveness, and managing the balance between rewarding practice performers versus leaning on proven game performers. This episode provides frameworks for the difficult decisions that define your season: when to demote a struggling starter, how to handle the senior who's being outplayed by an underclassman, managing playing time expectations with parents who think their child deserves more minutes, and making in-game adjustments when your planned rotation isn't working. We also address common mistakes coaches make—rotating too many players inconsistently, failing to communicate role changes proactively, or letting politics influence playing time decisions. Whether you're a first-year coach establishing your rotation philosophy or a veteran looking to be more strategic about maximizing your roster's potential, you'll gain practical tools to make confident decisions about roles and rotations that help your team win while maintaining the respect and trust of every player in your program. basketball rotations coaching, player roles basketball, rotation management basketball, playing time decisions, basketball lineup strategy, bench management basketball, starter vs bench players, basketball rotation philosophy, defining player roles, playing time communication, basketball substitution patterns, rotation strategy coaching, basketball role clarity, managing playing time, basketball lineup decisions, rotation depth basketball, bench player motivation, basketball role assignment, playing time expectations, rotation adjustments basketball, basketball substitution coaching, player role communication, competitive rotations basketball, basketball minutes distribution, rotation evaluation basketball, starting lineup decisions, basketball role definition, playing time management, Wisconsin basketball rotations, high school rotation strategy SEO Keywords: Learn more about your ad choices. Visit podcastchoices.com/adchoices