Podcasts about Schultz

Packed-action in today's podcast as Jack and Tom bring on 3 guests! The show kicks off with Preston Kolm giving his thoughts on his 2025 Home Run Derby title. Daniel Schultz and Ryan Kracht then join the show to go over their draft selections in the All-Star Game. The fellas wrap it up with wiffs and wins over the past couple weeks. Enjoy!

How do we know if our students are truly being formed - not just informed? In this powerful episode of BaseCamp Live, host Davies Owens is joined by educator and researcher Katherine Schultz to explore one of the most pressing questions in Christian education: how do we assess and support the formation of a child's beliefs, behaviors, and attitudes?Katherine introduces her groundbreaking tool, the 3D Worldview Survey, which helps parents and schools evaluate students in all three dimensions - head, heart, and hands - to spark meaningful discipleship and spiritual growth. This isn't a spiritual report card—it's a catalyst for real conversation and next steps.

My good friend Dr. Haley Schultz (@dr.haley.dds & host of @dentaldownloadpodcast) is here to share the stories of the things she never said! The lessons of the day here: sometimes we overthink and delay conversations until we've agonized for week's, they're worst case in our heads, and heavier burden for us to carry than if we were to address things swiftly and head on. Whether it's working with another classmate in a student org or having talks about money with our bosses, todays stories show that sometimes it's best to nip things in the bud, before they become a forest in our heads!IG: @drconniewang, @justaquickpinch

The guys jump into whether Anthony Richardson is leading the quarterback battle and what the Bernhard Raimann's contract extension means moving forward. Also, paying tribute to Ryne Sandberg, recapping Brickyard 400 weekend, and TMI about Schultz's grooming habits.Hoagies & Hops Hoagie of the Week: Market StreetChilly Water Brewing Co. Brew of the Week: Blood on the Tracks

“Manager and leader”? What's the difference. During my conversation this time with Scott Hanton, our guest, we will discuss this very point along with many other fascinating and interesting subjects. As Scott tells us at the beginning of this episode he grew up asking “why” about most anything you can think of. He always was a “why” asker. As he tells it, unlike many children who grow out of the phase of asking “why” he did not. He still asks “why” to this very day.   At the age of 13 Scott decided that he wanted to be a chemist. He tells us how this decision came about and why he has always stayed with it. Scott received his bachelor's degree in Chemistry from Michigan State and his PHD from the University of Wisconsin. Again, why he changed schools for his PHD work is an interesting story. As you will see, Scott tells stories in a unique and quite articulate way.   After his university days were over Scott went to work, yes as a chemist. He tells us about this and how after 20 years with one company how and why he moved to another company and somewhat out of constant lab work into some of the management, business and leadership side of a second company. He stayed there for ten years and was laid off during the pandemic. Scott then found employment as the editorial director of Lab Management Magazine where he got to bring his love of teaching to the forefront of his work.   My hour with Scott gives us all many insights into management, leadership and how to combine the two to create a strong teaming environment. I believe you will find Scott's thoughts extremely poignant and helpful in everything that you do.     About the Guest:   Scott Hanton is the Editorial Director of Lab Manager. He spent 30 years as a research chemist, lab manager, and business leader at Air Products and Intertek. Scott thrives on the challenges of problem-solving. He enjoys research, investigation, and collaboration. Scott is a people-centric, servant leader. He is motivated by developing environments where people can grow and succeed, and crafting roles for people that take advantage of their strengths.   Scott earned a BS in chemistry from Michigan State University and a PhD in physical chemistry from the University of Wisconsin-Madison. He is an active member of the American Chemical Society (ACS), the American Society of Mass Spectrometry (ASMS), and the Association of Lab Managers (ALMA). As a scientist Scott values curiosity, innovation, progress, and delivery of results. Scott has always been motivated by questions beginning with why. Studying physical chemistry in graduate school offered the opportunity to hone answers to these questions. As a professional scientist, Scott worked in analytical chemistry specializing in MALDI mass spectrometry and polymer characterization.   At Scott married his high school sweetheart, and they have one son. Scott is motivated by excellence, happiness, and kindness. He most enjoys helping people and solving problems. Away from work, Scott enjoys working outside in the yard, playing strategy games, and participating in different discussion groups.   Scott values having a growth mindset and is a life-long learner. He strives to learn something new everyday and from everyone. One of the great parts of being a trained research scientist is that failure really isn't part of his vocabulary. He experiments and either experiences success or learns something new. He values both individual and organizational learning.   Scott's current role at Lab Manager encompasses three major responsibilities: ·      Writing articles and giving presentations to share his experience with lab managers. ·      Driving the creation and growth of the Lab Manager Academy (https://labmanageracademy.com/) that currently contains three certificate programs: lab management, lab safety management, and lab quality management. ·      Helping people through his knowledge of science, scientists, management, and leadership. He is very happy sharing the accumulated wisdom of his experiences as a researcher, lab supervisor, and lab manager. Each article posted on Lab Manager addresses a decision that a lab manager needs to make. Lab management is full of decision-making, so helping people make better, faster, more complete decisions is very satisfying. Ways to connect with Scott:   https://www.linkedin.com/in/scott-hanton/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, welcome to another episode of unstoppable mindset where inclusion diversity and the unexpected meet, and mostly we get to deal with the unexpected, as opposed to inclusion or diversity. But that's okay, because unexpected is what makes life fun, and our guest today, Scott Hanton, will definitely be able to talk about that. Scott has been a research chemist. He comes from the chemistry world, so he and I in the past have compared notes, because, of course, I come from the physics world, and I love to tell people that the most important thing I learned about physics was that, unlike Doc Brown, although I do know how to build a bomb, unlike Doc Brown from Back to the Future, I'm not dumb enough to try to go steal fissionable material from a terrorist group to build the bomb. So, you know, I suppose that's a value, value lesson somewhere. But anyway, I am really glad that you're all here with us today, and we have lots to talk about. Scott, as I said, was in chemistry and research chemist, and now is the editorial supervisor and other things for a magazine called lab manager, and we will talk about that as well. So Scott, welcome to unstoppable mindset. We're glad   Scott Hanton ** 02:38 you're here. Thank you for having me. I'm excited to have this conversation with you today.   Michael Hingson ** 02:43 Well, I think it'll be a lot of fun, and looking forward to it. Now, you're in Michigan, right?   Scott Hanton ** 02:48 That's right. I live in South Lyon, Michigan,   Michael Hingson ** 02:51 ah, what's the weather back there today?   Scott Hanton ** 02:55 It's probably about 55 degrees and cloudy   Michael Hingson ** 02:58 here today. Well, it's still fairly sunny here, and we're actually, according to my iPhone, at 71 so it was up around 80 earlier in the week, but weather changes are still going to bring some cold for a while   Scott Hanton ** 03:15 in here in Michigan, I visited a customer earlier this week, and I drove by about 1000 orange barrels on the highway, which means it's spring, because there's only two seasons in Michigan, winter and construction.   Michael Hingson ** 03:29 There you go. Yeah, I know. I went to the University of California, Irvine, UCI. And if you ask somebody who doesn't know that UCI stands for University of California at Irvine. If you ask them what UCI stands for, they'll tell you, under construction indefinitely. Sounds right? Yeah. Well, it's been doing it ever since I was there a long time ago, and they they continue to grow. Now we're up to like 32,000 fresh, or excuse me, undergraduates at the university. And when I was there, there were 2700 students. So it's grown a little. That's   Scott Hanton ** 04:05 a lot of change. I'm used to big universities. I'm a graduate of both Michigan State and the University of Wisconsin. So these are big places.   Michael Hingson ** 04:13 Wow, yeah. So you're used to it. I really enjoyed it when it was a small campus. I'm glad I went there, and that was one of the reasons that caused me to go there, was because I knew I could probably get a little bit more visibility with instructors, and that would be helpful for me to get information when they didn't describe things well in class. And it generally worked out pretty well. So I can't complain a lot. Perfect. Glad it worked well for you, it did. Well, why don't you start, if you would, by telling us kind of about the early Scott growing up and all that sort of stuff.   Scott Hanton ** 04:49 I grew up in Michigan, in a town called Saginaw. I was blessed with a family that loved me and that, you know, I was raised in a very. Supportive environment. But young Scott asked, Why about everything you know, the way kids do? Yeah, right. And my mom would tell you that when I was a kid, why was my most favorite word? And most kids outgrow that. I never did, yeah, so Me neither. I still ask why all the time. It's still my most favorite word, and it caused me to want to go explore the sciences, because what I found, as I learned about science, was that I could get answers to why questions better in science than in other places.   Michael Hingson ** 05:34 Yeah, makes sense. So what kinds of questions did you ask about why? Well, I asked   Scott Hanton ** 05:43 all kinds of questions about why, like, why are we having that for dinner? Or, why is my bedtime so early? Those questions didn't have good answers, at least from my perspective, right? But I also asked questions like, why is grass green, and why is the sky blue? And studying physical chemistry at Michigan State answered those questions. And so   Michael Hingson ** 06:03 how early did you learn about Rayleigh scattering? But that's you know?   Scott Hanton ** 06:07 Well, I learned the basic concepts from a really important teacher in my life, Mr. Leeson was my seventh grade science teacher, and what I learned from him is that I could ask questions that weren't pertinent to what he was lecturing about, and that taught me a lot about the fact that science was a lot bigger than what we got in the curriculum or in the classroom. And so Mr. Leeson was a really important person in my development, and showed me that there was that science was a lot bigger than I thought it was as a student, but I didn't really learn about rally scattering until I got to college.   Michael Hingson ** 06:43 But at the same time, it sounds like he was willing to allow you to grow and and learn, which so many people aren't willing to do. They're too impatient.   Scott Hanton ** 06:58 He was a first year teacher the year I had him so he hadn't become cynical yet. So it was great to just be able to stay after class and ask him a question, or put my hand up in class and ask him a question. He also did a whole series of demonstrations that were fabulous and made the science come to life in a way that reading about it doesn't stir the imagination. Yeah,   Michael Hingson ** 07:23 I had teachers that did that too. I remember very well my freshman general science teacher in high school, Mr. Dills, and one day, and he loved to do kind of unique things, just to push the boundaries of students a little bit. He came in one day and he said, I got a pop quiz for everybody, which doesn't help me, because the pop quiz was in print, but he handed it out. And then he took me to the back of the room, and he said, You're not going to really be able to do this quiz. Let me tell you why. And he said, Oh, and one thing he said is, just be sure you follow all the instructions and you'll be fine on the test to everybody. He brought me back to the back of the room. He says, Well, here's the deal. He says, if people really read the instructions, what they'll do is they'll read the instruction that says, Read all the questions before you start answering, and if you get to the last question, it says answer only the first question, which is what is your name and and sure enough, of course, people didn't read the instructions. And he said, so I wouldn't be able to really deal with you with that one, with that whole thing, just because it wouldn't work well. And I said, I understand, but he loved to make students think, and I learned so much about the whole concept of realizing the need to observe and be observant in all that you do. And it was lessons like that from him that really helped a lot with that. For me,   Scott Hanton ** 08:48 I had a high school chemistry teacher named Mrs. Schultz, and the first experiment that we did in her class, in the first week of classes, was she wanted us to document all of the observations that we could make about a burning candle. And I was a hot shot student. Thought I, you know, owned the world, and I was going to ace this test. And, you know, I had maybe a dozen observations about a burning candle, and thought I had done a great job describing it, until she started sharing her list, and she probably had 80 observations about a burning candle, and it taught me the power of observation and the need to talk about the details of those observations and to be specific about what the observations were. And that experiment seems simple, light a candle and tell me what you see. Yeah, but that lesson has carried on with me now for more than approaching 50 years.   Michael Hingson ** 09:47 Let's see, as I recall, if you light a candle, what the center of the flame is actually pretty cool compared to the outside. It's more hollow. Now I wouldn't be able to easily tell that, because. Is my my process for observing doesn't really use eyesight to do that, so I I'm sure there are other technologies today that I could use to get more of that information. But   Scott Hanton ** 10:12 I'm also sure that that experiment could be re crafted so that it wasn't so visual, yeah, right, that there could be tactile experiments to tell me about observations or or audible experiments about observation, where you would excel in ways that I would suffer because I'm so visually dominant. The   Michael Hingson ** 10:33 issue, though, is that today, there's a lot more technology to do that than there was when I was in school and you were in school, but yeah, I think there is a lot available. There's a company called Independence Science, which is actually owned and run by Dr Cary sapollo. And Carrie is blind, and he is a blind chemist, and he wanted to help develop products for blind people to be able to deal with laboratory work. So he actually worked with a company that was, well, it's now Vernier education systems. They make a product called LabQuest with something like 80 different kinds of probes that you can attach to it, and the LabQuest will will provide visual interpretations of whatever the probes are showing carry, and independent science took that product and made it talk, so that There is now a Talking LabQuest. And the reality is that all those probes became usable because the LabQuest became accessible to be able to do that, and they put a lot of other things into it too. So it's more than just as a talking device, a lab device. It's got a periodic table in it. It's got a lot of other kinds of things that they just put in it as well. But it's really pretty cool because it now makes science a whole lot more accessible. I'm going to have to think about the different kinds of probes and how one could use that to look at a candle. I think that'd be kind of fun.   Scott Hanton ** 12:15 And it's just awesome to hear that there's innovation and space to make science more available to everybody. Yeah,   Michael Hingson ** 12:23 the real problem that we face is the one that we mostly always have faced, which is societal attitudes, as opposed to really being or not being able to do the experiments, is people think we can't, and that's the barrier that we always, usually have to overcome.   Scott Hanton ** 12:39 What I find in my time as a coach, mentor, supervisor, is that if somebody believes they can't do it, they can't do it. Yeah. And so it's often about overcoming their own mental limitations, the limitations that they've placed on themselves,   Michael Hingson ** 12:56 and that's right, or unfortunately, the limitations that other people place on us, and we, all too often and weigh too much, buy into those limitations. So it's it is something that we, especially in the sciences, should recognize that we shouldn't be doing so much of. I know that when I was at UC Irvine as a graduate student, I learned once that there was a letter in my file that a professor wrote. Fortunately, I never had him as a professor, but it and I was in my master's program at the time in physics, and this guy put a letter in my file saying that no blind person could ever absorb the material to get an advanced degree in physics at the University. Just put that in there, which is so unfortunate, because the real thing that is demonstrated there is a prejudice that no scientist should ever have.   Scott Hanton ** 13:51 I'm hopeful that as you graduated, there was a retraction letter in your file as well,   Michael Hingson ** 13:57 not that I ever heard, but yeah. Well, I'd already gotten my bachelor's degree, but yeah. But you know, things happen, but it is a it is a societal thing, and society all too often creates limitations, and sometimes we don't find them right away, but it is one of the big issues that, in general, we have to deal with. And on all too often, society does some pretty strange things because it doesn't understand what science is all about. I know when we were dealing with covid, when it all started, leaving the conspiracy theorists out of it. One of the things that I learned was that we have all these discussions about AI, if you will. But AI was one of the primary mechanisms that helped to develop the mRNA vaccines that are now still the primary things that we use to get vaccinated against covid, because they the artificial intelligence. I'm not sure how artificial. It is, but was able to craft what became the vaccine in a few days. And scientists acknowledged, if they had to do it totally on their own, it would take years to have done what AI did in a few days.   Scott Hanton ** 15:13 The AI technology is amazing and powerful, but it's not new. No, I met a person who shared her story about AI investigations and talked about what she was doing in this field 30 years ago. Yeah, in her master's work. And you know, I knew it wasn't brand new, but I didn't really realize how deep its roots went until I talked to her.   Michael Hingson ** 15:37 I worked as my first jobs out of college with Ray Kurzweil, who, of course, nowadays, is well known for the singularity and so on. But back then, he developed the first reading machine that blind people could use to read printed material. And one of the things that he put into that machine was the ability, as it scanned more material, to learn and better recognize the material. And so he was doing machine learning back in the 1970s   Scott Hanton ** 16:07 right? And all of this is, you know, as Newton said on the shoulders of giants, right, right? He said it a bit cynically, but it's still true that we all in science, we are learning from each other. We're learning from the broader community, and we're integrating that knowledge as we tackle the challenges that we are exploring.   Michael Hingson ** 16:27 So what got you to go into chemistry when you went into college?   Scott Hanton ** 16:33 That's a good question. So when I was 13 years old, I went on a youth a church group youth trip to another city, and so they split us up, and there were three of us from our group that stayed overnight in a host family. And at dinner that night, the father worked in a pharmaceutical company, and he talked about the work he was doing, and what he was doing was really synthetic chemistry around small molecule drug discovery. And for me, it was absolutely fascinating. I was thrilled at that information. I didn't know any scientists growing up, I had no adult input other than teachers about science, and I can remember going back home and my parents asking me how the trip went. And it's like, it's fantastic. I'm going to be a chemist. And they both looked at me like, what is that? How do you make money from it? How do you get that? My dad was a banker. My mom was a school teacher. They had no scientific background, but that that one conversation, such serendipity, right? One conversation when I was 13 years old, and I came home and said, I'm going to be a chemist, and I've never really deviated from that path. Did you have other siblings? Younger brother and another younger sister?   Michael Hingson ** 17:54 Okay? Did they go into science by any remote chance?   Scott Hanton ** 17:58 Not at all. So they were both seventh grade teachers for more than 30 years. So my brother taught math and English, and my sister teaches social studies.   Michael Hingson ** 18:10 Well, there you go. But that is also important. I actually wanted to teach physics, but jobs and other things and circumstances took me in different directions, but I think the reality is that I ended up going into sales. And what I realized, and it was partly because of a Dale Carnegie sales course I took, but I realized that good sales people are really teachers, because they're really teaching people about products or about things, and they're also sharp enough to recognize what their products might or might not do to help a customer. But that, again, not everyone does that, but so I figure I still was teaching, and today, being a public speaker, traveling the world, talking, of course, about teamwork and other things, it's still all about teaching.   Scott Hanton ** 18:57 I think I've always been a teacher, and if you talk to my coworkers along the way, I enjoy helping people. I enjoy sharing my knowledge. There's always been a teacher inside but only in this job as the editorial director at lab manager have I really been able to do it directly. So we've developed what we call the lab manager Academy, and I create e learning courses to help lab managers be more successful, and it's been a passion project for me, and it's been a load of fun.   Michael Hingson ** 19:30 And it doesn't get better than that. It's always great when it's a load of fun, yes,   Scott Hanton ** 19:35 well, so you left college and you got a bachelor's and a master's degree, right? No masters for me, that step you went right to the old PhD, yeah. So I went straight. I went graduated from Michigan State. So Michigan State was on terms back in those days. So graduated in June, got married in July, moved to Wisconsin in August. To graduate school at the end of August at the University of Wisconsin. Okay? And my second year as a graduate student, my professor asked me, Do you want to stop and complete a master's? And I said, Wait, tell me about this word stop. And he said, Well, you'd have to finish the Master's requirements and write a thesis, and that's going to take some time. And I said, Do I have to and he said, No, and I don't recommend it. Just keep going forward and finish your PhD. So that's   Michael Hingson ** 20:30 and what does your wife do?   Scott Hanton ** 20:33 So my wife also is in the graduate program at the University of Wisconsin, and she decided that a master's degree was the right answer for her, because she didn't want to be a PhD scientist in XYZ narrow band of science. She wanted to be a master of chemistry. Okay, and so we took different paths through graduate school, but each of us took the path that worked best for us, and each pass has great value, so we're both happy with the choices that we made,   Michael Hingson ** 21:06 and complement each other and also give you, still lots of great things to talk about over dinner.   Scott Hanton ** 21:12 Absolutely. And she took that master's degree, went into the pharmaceutical industry and largely behaved as a librarian in her first part of her career, she wasn't called a librarian, but what she really did was a lot of information integrating, and then moved into the Library Group, and was a corporate librarian for a long time, and then a community librarian. So that path worked brilliantly for her. She also has a Masters of Library Science. So I have one PhD. She has two Master's degree. I have one bachelor's degree. She has two bachelor's degree.   Michael Hingson ** 21:50 Oh, so you can have interesting discussions about who really progressed further,   21:54 absolutely.   Michael Hingson ** 21:57 Well, that's, that's, that's cute, though. Well, I I got my bachelor's and master's. My wife, who I didn't meet until years later, wanted to be a librarian, but she ended up getting a a Master's at USC in so in sociology and and ended up getting a teaching credential and going into teaching, and taught for 10 years, and then she decided she wanted to do something different, and became a travel agent, which she had a lot of fun with. That is different, it is, but she enjoyed it, and along the way, then we got married. It was a great marriage. She was in a wheelchair her whole life. So she read, I pushed, worked out well, complimentary skills, absolutely, which is the way, way it ought to be, you know, and we had a lot of fun with it. Unfortunately, she passed now two and a half years ago, but as I tell people, we were married 40 years, and I'm sure she's monitoring me from somewhere, and if I misbehave, I'm going to hear about it, so I try to just behave. Sounds like good advice. Yeah, probably certainly the safe way to go. But we, we, we had lots of neat discussions, and our our activities and our expertise did, in a lot of ways, complement each other, so it was a lot of fun. And as I said, she went to USC. I enjoyed listening to USC football because I thought that that particular college team had the best announcers in the business, least when when I was studying in Southern California, and then when we got married, we learned the the day we got married, the wedding was supposed to start at four, and it didn't start till later because people weren't showing up for the wedding. And we learned that everybody was sitting out in their cars waiting for the end of the USC Notre Dame game. And we knew that God was on our side when we learned that SC beat the snot out of Notre Dame. So there you go. Yeah. Yeah. Oh gosh, the rivalries we face. So what did you do after college?   Scott Hanton ** 24:09 So did my PhD at the University of Wisconsin. And one of the nice things, a fringe benefit of going to a big, important program to do your PhD, is that recruiters come to you. And so I was able to do 40 different, four, zero, 40 different interviews on campus without leaving Madison. And one of those interviews was with a company called Air Products. And that worked out, and they hired me. And so we moved to Allentown, Pennsylvania to go to work. I went to work at Air Products and and Helen found a role in the pharmaceutical industry at Merck. And so we did that for a long time. I was initially a research expert, a PhD expert doing lasers and materials and analytical stuff. And over the years. I progressed up the ladder from researcher to supervisor to what did we call it, group head to Section Manager, to operations manager, and ultimately to General Manager.   Michael Hingson ** 25:13 Well, at least being in Allentown, you were close to a Cracker Barrel restaurant. Yes, that is true. That was the closest to one to where we lived in New Jersey, so we visited it several times. That's how I know   Scott Hanton ** 25:26 about it. Maybe we were there at the same time. Michael, maybe this isn't our first. It's   Michael Hingson ** 25:31 very possible. But we enjoyed Cracker Barrel and enjoyed touring around Pennsylvania. So I should have asked, What prompted you to go to the University of Wisconsin to do your your graduate work, as opposed to staying in Michigan. So   Scott Hanton ** 25:47 my advisor at Michigan State, our advisor at Michigan State, told us, here's the top five schools, graduate programs in chemistry, apply to them all. Go to the one you get into. And so I got into three. Helen got into two. The one that was the same was Wisconsin. So that's where we went, yeah?   Michael Hingson ** 26:09 Well, then no better logic and argument than that.   Scott Hanton ** 26:14 It was a great Madison. Wisconsin is a beautiful city. It one of the things I really liked about the chemistry program there then, and it's still true now, is how well the faculty get along together so many collaborative projects and just friendliness throughout the hallways. And yes, they are all competing at some level for grant support, but they get along so well, and that makes it for a very strong community,   Michael Hingson ** 26:41 and it probably also means that oftentimes someone who's applying for something can enlist support from other people who are willing to help.   Scott Hanton ** 26:50 And as a graduate student, it meant that I had more than one professor that I could go to my advisor. There was a whole group of advisors who ran joint group meetings and would give us advice about our work or our writing or our approach, or just because we needed a pep talk, because completing a PhD is hard. Yeah, right, so that community was really important to me, and it's something I took away that when I started my industrial career, I had seen the value of community, and I wanted to build stronger communities wherever I went, yeah.   Michael Hingson ** 27:26 So what does a company, does air products do   Scott Hanton ** 27:31 that's sort of in the name, right? They're an industrial gas company. Got some of their big, biggest products are taking air and separating it into its components of nitrogen, oxygen, oxygen, argon, whatever, right? But at that time, they also had a chemicals business and a semiconductor business, or electronics business. So there was a lot of chemistry going on, although a lot of my work colleagues were chemical engineers who were working on the gasses side of the business, we had significant number of chemistry, sorts material science, sorts of people who are working on the chemicals side. Now, over time, Air Products divested those businesses, and now it's much more of a true industrial gas company. But I had the opportunity to work in an integrated science company that did all sorts of things.   Michael Hingson ** 28:23 Yeah, and as as we know, certainly a little helium never hurt anyone.   Scott Hanton ** 28:30 No little helium, you know, raises people's spirits, it   Michael Hingson ** 28:34 does and their voices, it does. I I've visited helium tanks many times at UC Irvine when they had liquid helium, which was certainly a challenge because of how cold it had to be. But occasionally we would open a valve and little cold but useful helium gas would escape   Scott Hanton ** 28:56 very cold. Please be safe. Cryogens are are dangerous materials, and we gotta make sure we handle them with due respect.   Michael Hingson ** 29:05 Yeah, well, we, we all did and and didn't take too many chances. So it worked out pretty well. So you stayed in Allentown and you stayed with Air Products for how long   Scott Hanton ** 29:19 I was in Air Products for 20 years. So the analytical group that I was part of, we were about 92 or 93 people when I joined the company, when I just left after earning my PhD. After 20 years, that group was down to about 35 just progressive series of decisions that made the department smaller, and as the Department got smaller and smaller, we were worried about our abilities to sustain our work. And so a dear friend and a key colleague, Paula McDaniel, and I, worked to try to see what other kind of opportunities there were. Yeah. And so we reached out to a contract research organization called Intertech to see if they would be interested in maybe acquiring our analytical department. And when we called them, and by the way, we called them before we talked to our boss about it, she forgave us later, but when we called the guy on the end of the phone said, Wait a minute, let me get your file. And it's like, what you have a file on Air Products, analytical, really? Why? Well, it turned out that they had a file, and that they had an active Merger and Acquisition Group, and they wanted an integrated analytical department on the east coast of the US. And so we engaged in negotiation, and ultimately this analytical department was sold by Air Products to Intertech. So on Friday, we're a little cog in a giant engine of an global, international company, and our funding comes from Vice Presidents. And on Monday, we're a standalone business of 35 people, we need to write quotes in order to make money. So it was an enormous challenge to transition from a service organization to a business. But oh my goodness, did we learn a lot,   Michael Hingson ** 31:13 certainly a major paradigm shift,   Scott Hanton ** 31:18 and I was lucky that I lost the coin flip, and Paula won, and she said, I want to be business development director. And I said, thank God. So she went off to be the key salesperson, and Paula was utterly brilliant as a technical salesperson, and I became the operations manager, which allowed me to keep my hands dirty with the science and to work with the scientists and to build a system and a community that allowed us to be successful in a CRO world.   Michael Hingson ** 31:49 So at that time, when you became part, part of them, the new company, were you or the standalone business? Were you working in lab? Still yourself?   Scott Hanton ** 32:01 Yes. So I had the title Operations Manager and all of the scientific staff reported into me, but I was still the technical expert in some mass spectrometry techniques, particularly MALDI and also tough Sims, and so I still had hands on lab responsibility that I needed to deliver. And over time, I was able to train some people to take some of those responsibilities off. But when the weight of the world was particularly heavy, the place for me to go was in the lab and do some experiments.   Michael Hingson ** 32:34 Yeah, still so important to be able to keep your hand in into to know and understand. I know I had that same sort of need being the manager of an office and oftentimes working with other people who were the engineers, coming from a little bit of a technical background as well. I worked to always make sure I knew all I could about the products that I was dealing with and selling, and my sales people who worked for me constantly asked, How come, you know, all this stuff, and we don't then, my response always was, did you read the product bulletin that came out last week? Or have you kept up on the product bulletins? Because it's all right there, whether I actually physically repaired products or not, I knew how to do it. And so many times when I was involved in working with some of our engineers, I remember a few times our field support people, and we were working out of New Jersey, and then in New York at the time, in the World Trade Center, we had some customers up at Lockheed Martin, up in Syria, Rochester, I think it was. And the guys would go up, and then they'd call me on the phone, and we'd talk about it, and between us, we came up with some bright ideas. And I remember one day, all of a sudden, I get this phone call, and these guys are just bouncing off the walls, because whatever it was that was going on between them and me, we figured it out, and they put it in play and made it work, and they were all just as happy as clams at high tide, which is the way it ought to   Scott Hanton ** 34:13 be. It's great to work in a team that finds success. The longer I was in technical management, the more I enjoyed the success of the team. It didn't need to be my success anymore that helping the scientists be successful in their roles was truly satisfying,   Michael Hingson ** 34:33 and that helped you, by definition, be more successful in your role.   Scott Hanton ** 34:36 And no question, it could be seen as a selfish byproduct, but the fact is that it still felt really good.   Michael Hingson ** 34:43 Yeah, I hear you, because I know for me, I never thought about it as I've got to be successful. It's we've got problems to solve. Let's do it together. And I always told people that we're a team. And I have told every salesperson. I ever hired. I'm not here to boss you around. You've convinced me that you should be able to sell our products, and sometimes I found that they couldn't. But I said my job is to work with you to figure out how I can enhance what you do, and what skills do I bring to add value to you, because we've got to work together, and the people who understood that and who got it were always the most successful people that I ever had in my teams.   Scott Hanton ** 35:30 One of the things I strive to do as a leader of any organization is to understand the key strengths of the people on the team and to try to craft their roles in such a way that they spend the majority of their time executing their strengths. Yeah. I've also discovered that when I truly investigate poor performance, there's often a correlation between poor performance and people working in their weaknesses. Yeah, and if we can shift those jobs, change those roles, make change happen so that people can work more often in their strengths, then good things happen.   Michael Hingson ** 36:07 And if you can bring some of your skills into the mix and augment what they do, so much the better.   Scott Hanton ** 36:16 Yeah, because I'm just another member of the team, my role is different, but I need to also apply my strengths to the problems and be wary of my weaknesses, because as the leader of the organization, my words carried undue weight. Yeah, and if, if I was speaking or acting in a space where I was weak, people would still do what I said, because I had the most authority, and that was just a lose, lose proposition   Michael Hingson ** 36:43 by any standard. And and when you, when you operated to everyone's strengths, it always was a win. Yep, which is so cool. So you went to Intertech, and how long were you there?   Scott Hanton ** 36:57 I was at Intertech for 10 years, and work I can if you know, for any listeners out there who work in the CRO world, it is a tough business. It is a grind working in that business, yeah? So it was a lot of long hours and testy customers and shortages of materials and equipment that was a hard a hard a hard road to plow,   Michael Hingson ** 37:22 yeah, yeah, it gets to be frustrating. Sometimes it's what you got to do, but it still gets to be frustrating gets to be a challenge. The best part   Scott Hanton ** 37:32 for me was I had a great team. We had senior and junior scientists. They were good people. They worked hard. They fundamentally, they cared about the outcomes. And so it was a great group of people to work with. But the contract lab business is a tough business. Yeah, so when covid came, you know, the pandemic settles in, all the restrictions are coming upon us. I was tasked as the General Manager of the business with setting up all the protocols, you know, how are we going to meet the number of people this basing the masks, you know, how could we work with and we were essential as a lab, so we had to keep doing what we were doing. And it took me about a week to figure non stop work to figure out what our protocols were going to be, and the moment I turned them into my boss, then I got laid off. So what you want to do in a time of crisis is you want to let go of the the general manager, the safety manager, the quality manager and the Chief Scientist, because those are four people that you don't need during times of stress or challenge or crisis. On the plus side for me, getting laid off was a bad hour. It hurt my pride, but after an hour, I realized that all the things that I'd been stressing about for years trying to run this business were no longer my problem. Yeah, and I found that it was a tremendous weight lifted off my shoulders to not feel responsible for every problem and challenge that that business had.   Michael Hingson ** 39:14 And that's always a good blessing when you when you figure that out and don't worry about the the issues anymore. That's a good thing. It was certainly   Scott Hanton ** 39:25 good for me. Yeah, so I'm not going to recommend that people go get laid off. No world to get fired. But one problem that I had is because Paula and I worked to create that business, I sort of behaved like an owner, but was treated like an employee. And my recommendation to people is, remember, you're an employee, find some personal boundaries that protect you from the stress of the business, because you're not going to be rewarded or treated like an owner.   Michael Hingson ** 39:58 Yeah, because you're not because. Or not.   Scott Hanton ** 40:01 So I got laid off. It was in the height of the pandemic. So, you know, I'm too busy of a human being to sort of sit in a rocking chair and watch the birds fly by. That's not my style or my speed. So I started a consulting business, and that was a lot of fun. I really enjoyed doing the consulting work, but I learned something really important about myself, and that's that while I can sell and I can be an effective salesperson, I don't like selling, and as a company of one, when I didn't sell, I didn't make any money, yeah, and so I needed to figure out something else to do, because I really hated selling, and I wasn't doing it. I was procrastinating, and that made the business be unpredictable and very choppy   Michael Hingson ** 40:51 in that company of one, that guy who was working for you wasn't really doing all that you wanted.   Scott Hanton ** 40:56 Exactly the Yeah, you know me as the founder, was giving me as the salesman, a poor performance review was not meeting objectives. So I had a long time volunteer relationship with lab manager magazine. I had been writing articles for them and speaking for them in webinars and in conferences for a long time, probably more than 10 years, I would say, and they asked me as a consultant to produce a a to a proposal to create the lab manager Academy. So the the founder and owner of the the company, the lab X Media Group, you really saw the value of an academy, and they needed it done. They needed it done. They couldn't figure it out themselves. So I wrote the proposal. I had a good idea of how to do it, but I was new to consulting, and I struggled with, how do I get paid for this? And I had four ideas, but I didn't like them, so I slept on it, and in the morning I had a fifth, which said, hire me full time. I sent in the proposal. An hour later, I had a phone call. A week later, I had a job, so that worked out fantastic. And I've really enjoyed my time at lab manager magazine. Great people, fun work. It's really interesting to me to be valued for what I know rather than for what I can do. Yeah,   Michael Hingson ** 42:23 the two relate. But still, it does need to be more about what you know, what you really bring, as opposed to what you can do, because what you can do in general probably is an offshoot of what you know.   Scott Hanton ** 42:38 So this gives me the opportunity to help lots of people. So on the outside of the company, I'm writing articles, creating courses, giving talks to help lab managers. Because I was a lab manager for a long time, yeah, over 20 years, and I know what those challenges are. I know how hard that job is, and I know how many decisions lab managers need to make, and it's wonderful to be able to share my experience and help them, and I am motivated to help them. So was it hard? Oh, go ahead, on the inside, I'm literally an internal subject matter expert, and so I can coach and teach and help my colleagues with what's the science? What do lab managers really think? How do we pitch this so that it resonates with lab managers, and I think that helps make all of our products better and more successful.   Michael Hingson ** 43:31 So was it hard? Well, I guess best way to put it is that, was it really hard to switch from being a scientist to being a lab manager and then going into being a subject matter expert and really out of the laboratory. So   Scott Hanton ** 43:48 people ask me all the time, Scott, don't you miss being in the lab and doing experiments? And my answer is, I miss being in the lab. And I do miss being in the lab. You know, on very stressful days at Intertech, I'd go in the lab and I'd do an experiment, yeah, because it was fun, and I had more control over the how the experiment was run and what I would learn from it than I did running a business. But the flip side of that is, I do experiments all the time. What I learned as the general manager of a business was the scientific method works. Let's data hypothesis. Let's figure out how to test it. Let's gather data, and let's see if the hypothesis stands or falls. And we ran a business that way, I think, pretty successfully. And even now, in in media and publishing, we still run experiments all the time. And it's kind of funny that most of my editorial colleagues that I work with, they think my favorite word is experiment. My favorite word is still why, but we talk all the time now about doing experiments, and that was a new thing for them, but now we can do continual improvement more in a more dedicated way, and we do it a lot faster. Yeah,   Michael Hingson ** 45:00 yeah. So what's the hardest thing you think about being a lab manager?   Scott Hanton ** 45:06 I think the hardest thing about let me answer that with two. I'm not going to be able to narrow it down to one, so I'll give you two. The first one is you transform, maybe one day to the next, from really being in control of your science and working with whether it's animals or rocks or electrons or chemicals, whatever you're working with, having a great degree of knowledge and a lot of control, and the next day, you're hurting cats. And so it's about that transition from having control over your destiny to influencing people to get the work done, and working with people instead of working with experiments, that's really hard. The second is, as a lab manager, there's endless decisions, and so combating decision fatigue is a big deal, and everybody in the lab depends upon you for the decisions you make. And it's not that every decision has to be perfect, you know, that's just a different failure mode if you try to make perfect decisions, but every decision needs to be made promptly. And as a scientist, I could always make more data in order to make a better decision, but as a lab manager, I would often only have maybe 40 or 50% of the data I wanted, and a decision had to be made. And getting comfortable making decisions in the face of uncertainty is really hard.   Michael Hingson ** 46:29 So certainly, being a lab manager or Well, dealing with managers in the way we're talking about it here, has to be very stressful. How do you how do you cope with the stress?   Scott Hanton ** 46:42 So I think ways to cope with the stress successfully is, first of all, you've got to take care of yourself. You know, we've all flown on airplanes, and what is the safety person in the aisle or on the video? Do oxygen masks will fall from the ceiling, and what do we do with them? We put them on before we help somebody else, right? We all know that. But in the workplace, especially as a manager, it's hard to remember that as we care for our team and try and take care of our team, there might not be enough time or energy or capacity left to take care of ourselves, but if we don't fill that gas tank every day doing something, then we can't help our team. And so one way to deal with the stress is to make sure that you take care of yourself. So   Michael Hingson ** 47:28 what do you do? How do you deal with that? So   Scott Hanton ** 47:31 for me, ways that I can reinvigorate is one. I like being outside and get my hands dirty. So I'm not really a gardener, but I call myself a yard dinner. So I grow grass and I grow flowers, and I trim trees, and I want to go outside, and I want to see immediate return on my effort, and I want it to be better than when I started. And it's good if I have to clean from under my fingernails when I'm doing it. Another thing I like to do is I play all kinds of games I'm happy to play, sorry, with little kids, or I'll play complicated strategy games with people who want to sit at a table for three or four hours at a time. Yeah? And that allows my brain to spin and to work but on something completely different. Yeah. And another thing that's been important for me, especially when I was a lab manager is to be involved in youth coaching, so I coached kids soccer and basketball and baseball teams, and it's just beautiful to be out there on a field with a ball, with kids. And you know, the worries of the world just aren't there. The kids don't know anything about them. And it's fun to work with the ones who are really good, but it's equally fun to work with the ones who have never seen the ball before, and to help them do even the most basic things. And that kind of giving back and paying it forward, that sort of stuff fills my tank.   Michael Hingson ** 48:51 Yeah, I empathize a lot with with that. For me, I like to read. I've never been much of a gardener, but I also collect, as I mentioned before, old radio shows, and I do that because I'm fascinated by the history and all the things I learned from what people did in the 2030s, 40s and 50s, being on radio, much Less getting the opportunity to learn about the technical aspects of how they did it, because today it's so different in terms of how one edits, how one processes and deals with sounds and so on, but it's but it's fun to do something just totally different than way maybe what your normal Job would be, and and I do love to interact with with people. I love to play games, too. I don't get to do nearly as much of it as I'd like, but playing games is, is a lot of fun,   Scott Hanton ** 49:52 and I agree, and it it's fun, it's diverting, it's it helps me get into a flow so that I'm focused on. Me on one thing, and I have no idea how much time has gone by, and I don't really care. You know, people who play games with me might question this. I don't really care if I win or lose. Certainly I want to win, but it's more important to me that I play well, and if somebody plays better, good for   Michael Hingson ** 50:14 them, great. You'll learn from it. Exactly. Do you play   Scott Hanton ** 50:18 chess? I have played chess. I've played a lot of chess. What I've learned with chess is that I'm not an excellent I'm a good player, but not an excellent player. And when I run into excellent players, they will beat me without even breaking a sweat.   Michael Hingson ** 50:34 And again, in theory, you learn something from that.   Scott Hanton ** 50:37 What I found is that I don't really want to work that hard and yeah. And so by adding an element of chance or probability to the game, the people who focus on chess, where there are known answers and known situations, they get thrown off by the uncertainty of the of the flip the card or roll the dice. And my brain loves that uncertainty, so I tend to thrive. Maybe it's from my time in the lab with elements of uncertainty, where the chess players wilt under elements of uncertainty, and it's again, it's back to our strengths, right? That's something that I'm good at, so I'm gonna go do it. I've   Michael Hingson ** 51:20 always loved Trivial Pursuit. That's always been a fun game that I enjoy playing. I   Scott Hanton ** 51:25 do love Trivial Pursuit. I watch Jeopardy regularly. A funny story, when we moved into our new house in Pennsylvania, it was a great neighborhood. Loved the neighbors there. When we first moved in, they invited my wife and I to a game night. Excellent. We love games. We're going to play Trivial Pursuit. Awesome like Trivial Pursuit. We're going to play as couples. Bad idea, right? Let's play boys against the girls, or, let's say, random draws. No, we're playing as couples. Okay, so we played as couples. Helen and I won every game by a large margin. We were never invited back for game night. Yeah, invited back for lots of other things, but not game night.   Michael Hingson ** 52:06 One of the things that, and I've talked about it with people on this podcast before, is that all too often, when somebody reads a question from a trivial pursuit card, an answer pops in your head, then you went, Oh, that was too easy. That can't be the right answer. So you think about it, and you answer with something else, but invariably, that first answer was always the correct answer.   Scott Hanton ** 52:32 Yes, I'm I have learned to trust my intuition. Yeah. I learned, as a research scientist, that especially in talking to some of my peers, who are very dogmatic, very step by step scientists. And they lay out the 20 steps to that they felt would be successful. And they would do one at a time, one through 20. And that made them happy for me, I do one and two, and then I'd predict where that data led me, and I do experiment number seven, and if it worked, I'm off to eight. And so I they would do what, one step at a time, one to 20, and I'd sort of do 127, 1420, yeah. And that I learned that that intuition was powerful and valuable, and I've learned to trust it. And in my lab career, it served me really well. But also as a manager, it has served me well to trust my intuition, and at least to listen to it. And if I need to analyze it, I can do that, but I'm going to listen to it,   Michael Hingson ** 53:31 and that's the important thing, because invariably, it's going to give you useful information, and it may be telling you not what to do, but still trusting it and listening to it is so important, I've found that a lot over the years,   Scott Hanton ** 53:47 Malcolm Gladwell wrote a book called Blink, where he talks about the power of the subconscious, and his claim is that the subconscious is 100,000 times smarter than our conscious brain, and I think when we are trusting our intuition, we're tapping into that super computer that's in our skulls. If you want to learn more, read blank. It's a great story.   Michael Hingson ** 54:10 I hear you. I agree. How can people learn to be better leaders and managers?   Scott Hanton ** 54:18 So I think it's there's really three normal ways that people do this. One is the power of experiment, right? And I did plenty of that, and I made tons of errors. It's painful. It's irritating, trial and error, but I used to tell people at Intertech that I was the general manager because I'd made the most mistakes, which gave me the most opportunity to learn. It was also partly because a lot of my peers wanted nothing to do with the job. You know, they wanted to be scientists. Another way is we, we get coached and mentored by people around us, and that is awesome if you have good supervisors, and it's tragic if you have bad supervisors, because you don't know any better and you take for granted. That the way it's been done is the way it needs to be done, and that prevents us from being generative leaders and questioning the status quo. So there's problems there, too. And I had both good and bad supervisors during my career. I had some awful, toxic human beings who were my supervisors, who did damage to me, and then I had some brilliant, caring, empathetic people who raised me up and helped me become the leader that I am today. So it's a bit of a crap shoot. The third way is go out and learn it from somebody who's done it right, and that's why we generated the lab manager Academy to try to codify all the mistakes I made and what are the learnings from them? And when I'm talking with learners who are in the program, it's we have a huge positive result feedback on our courses. And what I talk to people about who take our courses is I'm glad you appreciate what we've put together here. That makes me feel good. I'm glad it's helping you. But when these are my mistakes and the answers to my mistakes, when you make mistakes, you need to in the future, go make some courses and teach people what the lessons were from your mistakes and pay it forward. Yeah. So I recommend getting some training.   Michael Hingson ** 56:17 What's the difference between management and leadership?   Scott Hanton ** 56:21 I particularly love a quote from Peter Drucker. So Peter Drucker was a professor in California. You may have heard of him before.   Michael Hingson ** 56:29 I have. I never had the opportunity to meet him, but I read.   Scott Hanton ** 56:34 I didn't either material. I've read his books, and I think he is an insightful human being, yes. So the quote goes like this, management is doing things right. Leadership is doing the right things. So as a technical manager, there's a bunch of things we have to get right. We have to get safety right. We have to get quality right. There's an accuracy and precision that we need to get right for our outcomes and our results. Those are management tasks, but leadership is about doing the right things. And the interesting thing about that definition is it doesn't require a title or a role or any level of authority. So anyone can be a leader if you're consistently doing the right things, you are exhibiting leadership, and that could be from the person sweeping the floors or the person approving the budget, or anyone in between.   Michael Hingson ** 57:33 Yeah, I've heard that quote from him before, and absolutely agree with it. It makes a whole lot of sense.   Scott Hanton ** 57:41 Other definitions that I've seen trying to distinguish management and leadership tend to use the words manage and lead, and I don't like definitions that include the words that they're trying to define. They become circular at some level. This one, I think, is clear about it, what its intention is, and for me, it has worked through my career, and so the separation is valuable. I have authority. I'm the manager. I have accountability to get some stuff right, but anyone can lead, and everyone can lead, and the organization works so much better when it's full of leaders   Michael Hingson ** 58:21 and leaders who are willing to recognize when they bring something to the table, or if someone else can add value in ways that they can't, to be willing to let the other individual take the leadership position for a while.   Scott Hanton ** 58:40 Absolutely, and you know that really comes down to building an environment and a culture that's supportive. And so Amy Edmondson has written extensively on the importance of psychological safety, and that psychological safety hinges on what you just said, right? If the guy who sweeps the floor has an observation about the organization. Do they feel safe to go tell the person in charge that this observation, and if they feel safe, and if that leader is sufficiently vulnerable and humble to listen with curiosity about that observation, then everybody benefits, yeah, and the more safe everyone feels. We think about emotion. Emotional safety is they anyone can bring their best self to work, and psychological safety is they can contribute their ideas and observations with no threat of retaliation, then we have an environment where we're going to get the best out of everybody, yeah,   Michael Hingson ** 59:46 which is the way it it really ought to be. And all too often we don't necessarily see it, but that is the way it ought   Scott Hanton ** 59:53 to be. Too many people are worried about credit, or, I don't know, worried about things that I don't see. Yeah, and they waste human potential, right? They they don't open their doors to hire anybody. They they judge people based on what they look like instead of who they are, or they box people in into roles, and don't let them flourish and Excel. And whenever you're doing those kinds of things, you're wasting human potential. And businesses, science and business are too hard to waste human potential. We need to take advantage of everything that people are willing to give. Yeah,   Michael Hingson ** 1:00:33 we've been doing this for quite a while already today. So I'm going to ask as a kind of a last question, what, what advice do you want to leave for people to think about going forward in their lives and in their careers?   Scott Hanton ** 1:00:48 So I was participating in a LinkedIn chat today where a professor was asking the question, what sort of advice would you wish you got when you were 21 Okay, so it was an interesting thread, and there was one contributor to the thread who said something I thought was particularly valuable. And she said, attitude matters. Attitude matters. We can't control what happens to us, but we can control how we deal with it and how we respond, right? And so I think if we can hold our attitude as our accountability, and we can direct our strengths and our talents to applying them against the challenges that the business or the science or the lab or the community faces, and we can go in with some positive attitude and positive desire for for change and improvement, and we can be vulnerable and humble enough to accept other people's ideas and to interact through discussion and healthy debate. Then everything's better. I also like Kelleher his quote he was the co founder of Southwest Airlines, and he said, when you're hiring, hire for attitude, train for skill. Attitude is so important. So I think, understand your attitude. Bring the attitude you want, the attitude you value, the attitude that's that's parallel to your core values. And then communicate to others about their attitude and how it's working or not working for them.   Michael Hingson ** 1:02:31 And hopefully, if they have a positive or good enough attitude, they will take that into consideration and grow because of it absolutely   Scott Hanton ** 1:02:41 gives everybody the chance to be the best they can be.   Michael Hingson ** 1:02:47 Well, Scott, this has been wonderful. If people want to reach out to you, how can they do that?   Scott Hanton ** 1:02:51 So LinkedIn is great. I've provided Michael my LinkedIn connection. So I would love to have people connect to me on LinkedIn or email. S Hanson at lab manager.com love to have interactions with the folks out there.   Michael Hingson ** 1:03:08 Well, I want to thank you for spending so much time. We'll have to do more of this.   Scott Hanton ** 1:03:13 Michael, I really enjoyed it. This was a fun conversation. It was stimulating. You asked good questio

We are back with another edition of The Nielson Show coming at you this fine Monday morning! The whole crew is back for the first time in almost three weeks! The fellas started off today's show recapping everyone's weekend and by catching up.   It wasn't long before we dipped into Morning Announcements from 100.3 The Bear to recap everything in the world of sport from the weekend!   After the first sports update, we dove into Offseason, What Offseason?! Today, we voted in who joins Poti, Nurse and Schultz as the most criticized Oiler ever…   To finish off hour one, we got into our good, bad and ugly from the weekends presented by The Seven Eighty.

Rescued People Rescue People | Fr. Patrick Schultz by Slaking Thirsts

Unedited YouTube Livestream (9a Worship Service)

Exodus 16:4-35 - In this message, we look at the principle of trust—rooted in Sabbath-keeping and daily dependence on God—through the Exodus 16 manna narrative. The contrast between the Israelites' fear-driven grumbling and God's consistent, gracious provision reveals how trust is cultivated through obedience and rest.

Fr. Patrick preached this homily on July 26, 2025. The readings are from Exodus 24:3-8, Psalm 50:1b-2, 5-6, 14-15 & Matthew 13:24-30. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

S5:E5 Leading with Values: How Naturepedic Builds a Better Brand, with Arin SchultzWhat does it take to lead growth at the forefront of a movement for safer, healthier sleep? In this episode of The Retail Razor Show, we sit down with Arin Schultz, Chief Growth Officer at Naturepedic, a pioneering brand in certified organic mattresses and bedding. With over eleven years in the organic sleep industry, Arin shares how he's helped Naturepedic expand its market share, launch innovative products, and build a trusted brand committed to health, sustainability, and safety. We talk about the evolution of the organic mattress category, how purpose-driven growth strategies translate to retail success, and the balancing act of leading multiple departments—sales, marketing, retail, R&D, and more. Whether you're in retail, health-conscious consumer products, or looking to build a values-based, mission-led brand, this episode delivers sharp insights from one of the industry's most committed and capable leaders!Subscribe to our Newsletter: https://retailrazor.substack.comSubscribe to our YouTube channel: https://bit.ly/RRShowYouTubeAbout our GuestArin Schultz is Chief Growth Officer at Naturepedic, the leading organic mattress brand. As the lead on all Naturepedic marketing efforts, Arin develops and implements strategies that support the company's business growth, customer retention, product innovation, consumer education initiatives and sustainability goals. Working for the certified organic, non-toxic mattress pioneer opened Arin's eyes to the dangers of harmful chemicals and their pervasive presence in households across the globe. This knowledge has added a deeper purpose to his relentless push to help transform the brand's vision into reality. A father of four and an empathetic listener, Arin's success at Naturepedic is centered on his authentic understanding of the Naturepedic customer and his genuine desire to help families make the safest, healthiest sleep choices.00:00 Preview 01:45 Show Intro 07:21 Arin Schultz, Chief Growth Officer, Naturepedic - The Mission 08:43 The Founding Story of Naturepedic 12:09 Challenges and Growth in the Mattress Industry 17:13 Retail Expansion and Customer Engagement 19:30 Product Innovation and Sustainability 23:10 Industry Environmental Impact and Continuous Product Improvement 35:20 Customer Experience and Meeting Their Needs 38:21 Replacing Your Mattress & Customer Service Excellence 43:20 Sourcing and Tariffs Impact 49:53 Embracing AI in Marketing and Operations 56:28 Advice for Growing a Values-Based Brand 59:23 Final Thoughts 01:00:38 Show CloseMeet your hosts, helping you cut through the clutter in retail & retail tech:Ricardo Belmar is an NRF Top Retail Voices for 2025 & a RETHINK Retail Top Retail Expert from 2021 – 2025. Thinkers 360 has named him a Top 10 Retail Thought Leader, Top 50 Management Thought Leader, & Top 100 Digital Transformation Thought Leader, plus a Top Digital Voice for 2024. He is an advisory council member at George Mason University's Center for Retail Transformation, and is the director partner marketing for retail & consumer goods at Microsoft.Casey Golden, is CEO of Luxlock, a RETHINK Retail Top Retail Expert from 2023 - 2025, and Retail Cloud Alliance advisory council member. Obsessed with the customer relationship between the brand and the consumer. After a career on the fashion and supply chain technology side of the business, now slaying franken-stacks and building retail tech!Includes music provided by imunobeats.com, featuring Overclocked, and E-Motive from the album Beat Hype, written by Heston Mimms, published by Imuno.

Maddox Schultz, the Regina Pats first overall pick this year has just finished participating in the 2025 national under-17 team development camp. The camp took place from July 19th to 23rd in Oakville, Ontario and is the beginning stage of evaluating players for Team Canada at the World U-17 Hockey Challenge. Maddox joins Jamie and Locker to talk about his experience. The Green Zone

Fr. Patrick preached this homily on July 24, 2025. The readings are from Exodus 19:1-2, 9-11, 16-20b, Daniel 3:52, 53, 54, 55, 56 & Matthew 13:10-17. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 23, 2025. The readings are from Exodus 16:1-5, 9-15, Psalm 78:18-19, 23-24, 25-26, 27-28 & Matthew 13:1-9. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 22, 2025. The readings are from Song of Songs 3:1-4b, Psalm 63:2, 3-4, 5-6, 8-9 & John 20:1-2, 11-18. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 21, 2025. The readings are from Exodus 14:5-18, Exodus 15:1bc-2, 3-4, 5-6 & Matthew 12:38-42. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

In this eye-opening episode of the Career Gems for the Journey podcast, Leah C. Murphy, CEO of Career Gems for theJourney, sits down with Lindsey Schultz—CEO of MRC Recruiting—for a behind-the-scenes look at what really matters in today's hiring landscape.Whether you're a job seeker, a hiring manager, or simply reevaluating your next career move, this episode offers must hear insights to help you make intentional, values-aligned decisions. Lindsey pulls back the curtain on what recruiters actually prioritize, how to position yourself authentically, and why resumes only tell part of the story. Listen in to learn:

Fr. Patrick preached this homily on July 20, 2025. The readings are from Genesis 18:1-10a, Psalm 15:2-3, 3-4, 5, Colossians 1:24-28 & Luke 10:38-42. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Unedited YouTube Livestream (9a Worship Service)

Leviticus 23:1-3 - This message explores God's design for Sabbath as not merely personal rest, but shared rest—a missional practice of inviting and serving others.

Fr. Patrick preached this homily on July 19, 2025. The readings are from Exodus 12:37-42, Psalm 136:1 and 23-24, 10-12, 13-15 & Matthew 12:14-21. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 17, 2025. The readings are from Exodus 3:13-20, Psalm 105:1 and 5, 8-9, 24-25, 26-27 & Matthew 11:28-30. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 16, 2025. The readings are from Exodus 3:1-6, 9-12, Psalm 103:1b-2, 3-4, 6-7 & Matthew 11:25-27. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Bernie Schultz is a 9-time Bassmaster Classic qualifier and truly one of the most complete pros in fishing-not just on the water but off. Schultz's resume includes success as a writer, an illustrator, lure designer and an angling educator. However, the most important lesson in his life may have come in his early 20's when he asked a friend, “Are you Happy?”

Bernie Schultz is a 9-time Bassmaster Classic qualifier and truly one of the most complete pros in fishing-not just on the water but off. Schultz's resume includes success as a writer, an illustrator, lure designer and an angling educator. However, the most important lesson in his life may have come in his early 20's when he asked a friend, “Are you Happy?”

Fr. Patrick preached this homily on July 15, 2025. The readings are from Exodus 2:1-15a, Psalm 69:3, 14, 30-31, 33-34 & Matthew 11:20-24. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

The death of a pedestrian in an accident with a Sheriff's Deputy is being investigated by Florida Highway Patrol. The latest with Gilchrist Co. Sheriff Bobby Shultz. Plus setting the record straight on illegal immigrant arrests in Florida, and the impact on the agriculture industry.

Fr. Patrick preached this homily on July 14, 2025. The readings are from Exodus 1:8-14, 22, Psalm 124:1b-3, 4-6, 7-8 & Matthew 10:34—11:1. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 13, 2025. The readings are from Deuteronomy 30:10-14, Psalm 69:14, 17, 30-31, 33-34, 36, 37, Colossians 1:15-20 & Luke 10:25-37. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Unedited YouTube Livestream (9a Worship Service)

Exodus 20:8-11 - The sermon centers on Exodus 20:8–11, emphasizing Sabbath not as a burdensome law but a divine gift designed to encourage and refresh us, liberated from the relentless stress of sin and modern life.

Fr. Patrick preached this homily on July 12, 2025. The readings are from Genesis 49:29-32; 50:15-26a, Psalm 105:1-2, 3-4, 6-7 & Matthew 10:24-33. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

On today's episode of the SwimSwam Podcast, we're joined by a coach who has consistently left his mark across every level of the sport: SPIRE Academy Head CoachThad Schultz. A standout swimmer at West Virginia back in the day, Thad transitioned from athlete to trusted mentor and coach with a résumé that reads like a tour through American swimming. Thad coached on the deck at Clemson, Ohio State, and Penn State, and has worked with over 20 Olympians, 18 NCAA All-Americans, and countless age group and sectional standouts. Whether it was building champions at SwimMAC, developing youth at Brunswick Y, or now shaping the next generation at SPIRE Academy, Coach Thad has seen—and built—it all. And he's not just coaching for performance in the pool—he's building stronger minds. With a master's in counseling from Clemson, Thad brings a perspective many coaches miss. In this episode, we dive into how that training informs his philosophy on athlete development, leadership, and life after the pool.

Story of the Week (DR):NEO turnover week MMApple CFO and COO resign, raising questions about CEO Tim Cook's futureApple CEO succession plan blown open as most obvious candidate to step downChief Operating Officer (COO) Jeff Williams, 62, will retire at the end of this year. Following the retirement of former Chief Financial Officer (CFO) Luca Maestri, 61, last year, the departure of these 'key figures in growth' seems to signal a significant generational shift within Apple.Meet Apple's next COO Sahib Khan, a 30-year veteran who will oversee the iPhone maker's supply chain amid the ‘Trump tariff black cloud'Twitter/X CEO Linda Yaccarino quits after Grok AI praises HitlerWendy's CEO Kirk Tanner Leaving Burger Giant for HersheyIs this another Peltz failure? Tanner has been CEO of Wendy's since only February 2024Trian Fund Management controls two board seats:Peter May (29%): director since 1993; former Wendy's executive; Founding Partner of Trian; chair of Capital and Investment committee, chair of Technology Committee, member of Compensation Committee, member of Corporate Social Responsibility committee, and member of Executive committee.Matthew Peltz (31%): son of Nelson; Partner of Trian; chair of Corporate Social Responsibility committee, member of Capital and Investment committee, member of Technology Committee, and member of Executive committee.Matthew resigned in same 8-k mentioning the CEO's departure and will be replaced by his brother Bradley Peltz; drafted by the Ottawa Senators and played in the Senators' organization from September 2012 to January 2013.Always my favorite line: “There are no arrangements or understandings between Mr. B. Peltz and any other persons pursuant to which Mr. B. Peltz was selected as a director.”His photo on website:leaving Tanner (8%) with a small voiceGolden hello at Hershey: (i) $7M RSU Award (ii) $4M PSU Award, (iii) an additional $1.2M Pro-Rata 2025 RSU Award, and (iv) an additional $2.2M Pro-Rata 2025 RSU AwardWendy's: salary $1M; 175% annual target; $6M annual equity targetHershey: $1.25M/180%/$9MAlso Kristin Dolan, James Dolan wifeHershey not much different: controlled by Hershey Trust and several Hershey Trust directorsInterim CEO is CFO Ken Cook, who started in December 2024Tesla announces Nov. annual meeting under pressure from shareholders, but may still be skirting lawElon Musk's Tesla finally sets a shareholder meeting date amid doubts about his long-denied $56 billion pay packageThe exciting Item 5.08 (which I never see): “The board of directors (the “Board”) of Tesla, Inc. (“Tesla”) has designated November 6, 2025 as the date of Tesla's 2025 annual meeting of shareholders (the “2025 Annual Meeting”).”T-Mobile follows orders from Trump FCC, ends DEI to get two mergers approved"As T-Mobile indicated earlier this year, we recognize that the legal and policy landscape surrounding DEI under federal law has changed and we remain fully committed to ensuring that T-Mobile does not have any policies or practices that enable invidious discrimination, whether in fulfillment of DEI or any other purpose," T-Mobile General Counsel Mark Nelson wrote in a July 8 letter that was posted to the Federal Communications Commission's filings website yesterday. "We have conducted a comprehensive review of T-Mobile's policies, programs, and activities, and pursuant to this review, T-Mobile is ending its DEI-related policies as described below, not just in name, but in substance."CEO Mike Sievert: CNN Business recognized Mike as “CEO of the Year” in 2022, and Yale honored him in 2024 with its “Legend in Leadership Award,” in part due to the impact of these initiatives.UPS Drivers Are Battling Deadly Heat—Without A.C. in Their TrucksWhy is the company dragging its heels on updating the vehicles, as the new union contract requires?As part of the contract the union negotiated with UPS in 2023, the company is now required to provide workers with several protections against the kind of extreme heat many of them are facing across the U.S. right now. Those include readily available clean water and ice, as well as access to “cool zones” and the right to take and extend breaks when they feel overheated. The contract further mandated UPS to install fans in the largely non-air-conditioned warehouses where packages are sorted and loaded, and in the front of vehicles. Delivery trucks have also been outfitted with heat exhaust shields and vents. UPS Teamsters, though, are still waiting on some of these historic protections. UPS is required to equip its fleet with at least 28,000 new air-conditioned delivery trucks by the time the current contract expires in 2028; toward that end, all new vans UPS purchases after January 1, 2024, are supposed to have air conditioning. As of last summer, CNN reported, it hadn't bought any. UPS Brand Management Representative Becca Hunnicut did not directly answer my questions about whether UPS has purchased any new delivery vehicles equipped with air conditioning since the beginning of 2024 and if any of its delivery trucks currently have air conditioning. She wrote over email that the company is “installing air conditioning in all new delivery vehicles we buy and adding them as quickly as possible,” adding that UPS does not “publicly share the number of vehicles we purchase” and that it is “prioritizing deployment in the hottest regions.”Goodliest of the Week (MM/DR):DR: ‘Prevention is better than remedy': majority of investors say governance gaps attract activists, research shows MM DR84 percent of investors polled, who hail from North America, Europe (including the UK) and Asia, said that poor governance was the main driver of activist investor attention.Investors also largely (71 percent) favor activism targeting the board on governance and management change versus operational (10 percent), balance sheet (3 percent) or M&A activism (3 percent)MM: Tesla announces Nov. annual meeting under pressure from shareholders, but may still be skirting lawAssholiest of the Week (MM):Democracy73% of votes cast in alternative democracy were for directors in the US0.01% of directors up for a vote were voted out - incumbency rulesWe know governance in corporations isn't working, and it's the primary driver of activism: ‘Prevention is better than remedy': majority of investors say governance gaps attract activists, research showsGovernance proponents were the only winners in the shareholder proposal space with an 18% win rateWe know money doesn't care nearly as much about performance as it cares about power status quo:Vote Gap - directors batting .333 or lower on TSR vs. average vote at the companyAverage vote gap was actually +1.3% - bottom directors outperformed average vote at the companiesWe know that only 22% of US directors have “merit”, but we know that more than 1 in 4 directors are connected to each other through other boards and non profits - including the CEOSo we should all fucking lose our minds when…New York's Financial Crowd Rushes to Build Anti-Mamdani War Chest - no more buying electionsJamie Dimon criticizes Zohran Mamdani as 'Marxist,' blasts Democrats' DEI push: 'Big hearts and little brain' - shut your fat mouthAdvertisersYour ads are now next to AI for middle school boysGrok praises Hitler, gives credit to Musk for removing “woke filters”Grok's harmful outputs come at a time when advertisers have just begun returning to X, after X first sued advocacy groups publishing reports of hate speech on the platform, then sued advertiser groups who boycotted the platform allegedly partly due to those reports. Most recently, X's plan to sue firms that don't buy ads has seemed to pay off, while the Federal Trade Commission has moved to stop advertising boycotts, which may help X avoid losing revenue no matter what Grok is trained to say.Musk says Grok chatbot was 'manipulated' into praising HitlerGrok 4 appears to seek Elon Musk's views when answering controversial questionsNo more hedging “well, he is a brilliant businessman and innovator” - Elon Musk is a fucking nightmare, antisemite, misogynist pig baby.We don't say “Well, Hitler was a brilliant dictator, but you know, Holocaust.” Musk is pure shitbird. Dollar Tree DRNEW RULE: if your CEO pay ratio is more than 5:1, the Aristotle rule, no fucking share buybacksShare Buyback Program Declared by Dollar Tree (NASDAQ:DLTR) Board of Directorsour median employee in fiscal 2024 was a parttime hourly store associate located in the United States.Out of a total population of 209,517 employees, 140,001 were part-time employees and 5,892 were either temporary or seasonal workers.Mr. Creedon's total annual compensation for purposes of the pay ratio was $9,246,835The median employee's total annual compensation for fiscal 2024 was $15,602, resulting in an estimated pay ratio of 592:1.Creedon effectively made is median employee's salary 14 hours into his first 24 hours of the yearThe board approved a buyback of $2.5 billion, with a “B”, equal to roughly 11.5% of outstanding sharesThe annual total paid to part time employees is $2.18 billion - they took a full year of 140,000 people's pay and bought their own stock with it to grease investorsAccording to the internet, a Dollar Tree cashier makes on average $10/hour - you could easy give them $15 and pay for it for TWO YEARS without needing to make a dollar if you can afford these buybacksAnd Bill Ackman is busy complaining why a labor focused socialist democrat won NYC mayor… Headliniest of the WeekDR: TVA board set to be all-male, all-whiteOn Tuesday, President Donald Trump nominated four white men to join the three white men he left on the board after firing the only two female directors.MM: Barbie Launches Doll With Type 1 DiabetesMM: How Starbucks' Founder Uses the ‘Two Chairs Rule' to Guide Every Leadership Decision“Every decision that we tried to make with two chairs metaphorically sitting in the room was designed to ask ourselves during the debate, is this decision going to exceed the expectations of our people and our customers and make them proud?” Schultz said. “And if the answer was no, we shouldn't do it.”Not mentioned were the chairs of “CEO” and “Chair of Board” a total of three timesWho Won the Week?DR: Kirk Tanner, more chocolate, less disgusting grease, less Peltz, more diversity in leadership, and zero nepotism (LD is woman; 3 Hershey Trust board members are Asian woman and two lack men)MM: Tennis, the great billionaire equalizer. ‘Biggest joke I've ever watched in professional tennis': Swift backlash after billionaire Bill Ackman's pro debutPredictionsDR: New Wendy's director Brad Peltz gets caught watching hockey during board meetings, still gets the support of 99.3% of shareholdersMM: Elon Musk Obtains Permit to Spew Pollution - isn't this the greatest future money maker for the Trump administration? Pay for a permit to do heinous shit? PREDICTION: Trump begins issuing permits, with starting cost of $1m, for oil spills, pollution, hate speech, deforestation, and using forced labor (kids or immigrants are both covered, obviously).

Leo Schaltz is a cofounder of BonBon, a Swedish candy store with four locations in New York City and a cult following on TikTok. The pick-and-mix bulk candy selection is entirely imported from Sweden, from salty licorice to sour strawberry cream skulls. Today on the show, Leo talks about growing BonBon's candy empire, meeting viral demand, and building a candy library.And before that, Matt shares some of his discoveries from the recent Fancy Food Show in New York. These aren't the “best” products at the show per say, and lord was it a big show. These are simply some of Matt's favorites, including: Vietnam's Marou Chocolates, Baris frozen dipped raspberries, Gamsa Foods savory instant oatmeal, Rotten “better for you” candy, Long Weekend freeze-dried instant soup, Pari zero-proof, Michigan pies in the grocery store from Achatz Pie Company, Salad Sprinkles is really smart.Get your tickets to our live event on July 23 at the Bell House in Brooklyn. Featuring conversations with Padma Lakshmi, Hailee Catalano & Chuck Cruz, and a live taping of Bon Appétit Bake Club with Jesse Szewczyk and Shilpa Uskokovic. Ticket sales benefit One Love Community Fridge.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Fr. Patrick preached this homily on July 10, 2025. The readings are from Genesis 44:18-21, 23b-29; 45:1-5, Psalm 105:16-17, 18-19, 20-21 & Matthew 10:7-15. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 9, 2025. The readings are from Genesis 41:55-57; 42:5-7a, 17-24a, Psalm 33:2-3, 10-11, 18-19 & Matthew 10:1-7. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

In this episode of ClickFunnels Radio, hosts Chris Cameron and Ben Harris welcome special guest RJ Schultz, who shares his unique journey from working in high-stakes government roles, including the Pentagon and the Defense Intelligence Agency, to leading operations at Blip, a rapidly growing digital billboard company. RJ discusses his unique view on advertising and marketing strategy, as well as the challenges of balancing a demanding career with family life, highlighting the pivotal moment that prompted his transition from the military to the private sector. Tune in to hear RJ's fascinating journey and gain valuable perspectives on growth, operations, and the special challenges of managing a fast-growing company. https://www.linkedin.com/in/schultzrj https://offers.blipbillboards.com/podcast

This episode is all about the 174-mile Tahoe Rim Trail — how to hike it, bike it, or even ride it on horseback— plus what's being done to keep this incredible land public. A recent threat to sell off parts of the trail and surrounding areas could have been devastating, but two experts from the Tahoe Rim Trail Association (TRTA) are here to break it all down. We're joined by TRTA's Executive Director, Lindsey Schultz, and Communications Manager, Daniel Corona, who share how the trail is maintained, how you can get involved, and the role TRTA plays in preserving access to the Lake Tahoe backcountry. From guided hikes to trail stewardship, this episode covers it all.To learn more about the Tahoe Rim Trail Association from guided hikes to ways to donate visit, tahoerimtrail.orgNOTABLE TIMESTAMPS:5:06 Welcome Lindsey Schultz and Daniel Corona!14:08 The TRT's different kinds of terrain20:00 How much water is on the TRT and the driest sections31:13 The rules for hiking, biking, and horseback riding on the TRT47:15 Permits required to hike on the Tahoe Rim Trail49:40 How to protect our public lands + the danger to the Tahoe Rim Trail58:58 How to support the Tahoe Rim Trail Association1:19:20 Why this trail means so much to Lindsey and DanielSend us a textWhere to find and support Bush & Banter: Follow Bush & Banter on Instagram: @bushandbanter Visit Bush & Banter's website: www.bushandbanter.com Join Bush & Banter's Patreon community: patreon.com/bushandbanter E-mail Bush & Banter: bushandbanter@gmail.com Follow Dyana on Instagram: @dyanacarmella Follow Jennifer on Instagram: @thewhimsicalwoman

Fr. Patrick preached this homily on July 8, 2025. The readings are from Genesis 32:23-33, Psalm 17:1b, 2-3, 6-7ab, 8b and 15 & Matthew 9:32-38. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 7, 2025. The readings are from Genesis 28:10-22a, Psalm 91:1-2, 3-4, 14-15ab & Matthew 9:18-26. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 6, 2025. The readings are from Isaiah 66:10-14c, Psalm 66:1-3, 4-5, 6-7, 16, 20, Galatians 6:14-18 & Luke 10:1-12, 17-20. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Unedited YouTube Livestream (9a Worship Service)

Fr. Patrick preached this homily on July 5, 2025. The readings are from Genesis 27:1-5, 15-29, Psalm 135:1b-2, 3-4, 5-6 & Matthew 9:14-17. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 3, 2025. The readings are from Ephesians 2:19-22, Psalm 117:1bc, 2 & John 20:24-29. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 2, 2025. The readings are from Genesis 21:5, 8-20a, Psalm 34:7-8, 10-11, 12-13 & Matthew 8:28-34. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on July 1, 2025. The readings are from Genesis 19:15-29, Psalm 26:2-3, 9-10, 11-12 & Matthew 8:23-27. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw

Fr. Patrick preached this homily on June 30, 2025. The readings are from Genesis 18:16-33, Psalm 103:1b-2, 3-4, 8-9, 10-11 & Matthew 8:18-22. — Connect with us! Website: https://slakingthirsts.com/ Youtube: https://www.youtube.com/channel/UCytcnEsuKXBI-xN8mv9mkfw