Podcasts about Seniority

Londinium 90 AD Gaius & Germanicus weigh the Tiberius failures of extreme age with the failure of Mark Twain and Joe Biden to resist staffer manipulation in their seniority. Michael Vlahos Friends of History Debating Society @michalis_vlahos 1907 MARK TWAIN

Imagine stepping into the role of CEO at just 19 years old, navigating the whirlwind of business growth while wrestling with the weight of immense responsibility. That's precisely what our guest, Wil Schroter, founder of startups.com, experienced. Through candid reflections, he shares personal milestones that marked both triumphs and tribulations, revealing how the relentless pursuit of stability shaped his entrepreneurial path. Despite achieving financial success, Wil opens up about the physical and mental toll of overworking, emphasizing the crucial lessons in self-care and health he gained later in life. We tackle the nuances of ageism and leadership through Wil's experiences as a young CEO in the 1990s. His natural curiosity and passion for understanding people became his guiding force, allowing him to see beyond the surface and embrace empathy in business. Discover the origins of startups.com and how a period of managing multiple ventures led Wil to reevaluate his priorities, thanks to insights from his wife. This journey underscores the importance of aligning actions with values and reassessing what truly matters, especially in the ever-evolving startup landscape. Balancing work, health, and family emerges as a central theme, with a focus on maintaining personal connections within growing companies. Wil shares his insights on setting boundaries and preventing work from consuming every waking moment, a challenge many founders face. From the necessity-driven roles in early-stage companies to the adaptability required for scaling, his story offers valuable lessons for entrepreneurs aiming to harmonize business aspirations with personal well-being. Join us as we explore these compelling themes and gain a deeper understanding of the motivations and priorities that define a successful entrepreneurial journey. Timestamps 00:00 - Introduction and Welcome to the Legacy Podcast 00:37 - Reflecting on Wil's Journey from Young CEO at 19 01:20 - The Immense Pressure and Responsibility of Rapid Business Growth 02:15 - Personal Costs of Success: Physical and Mental Toll 03:05 - The Fear of Instability Rooted in Challenging Upbringing 04:00 - Insights on Health and Self-Care Learned Later in Life 04:55 - Navigating Ageism and Seniority as a Young CEO in the 1990s 06:00 - The Power of Curiosity and Asking Questions in Leadership 08:05 - Realization of What One Can Do vs. What One Should Do 11:07 - Exploring Startup Evolution and Learning from Mistakes 12:00 - Aligning Business Ventures with Personal Values and Passion 13:00 - Pivot from Fundable.com to Startups.com as Core Business 14:00 - The Necessity of Adaptability in Staffing and Leadership 16:00 - Maintaining Close Personal Connections Within Organizations 17:00 - Setting Boundaries to Prevent Work from Encroaching on Personal Life 19:00 - Insights into Creating Longevity and Sustainability in Entrepreneurship 21:00 - Encouragement to Teach and Inspire Future Entrepreneurs 22:00 - Wil's Commitment to Helping Others Build Their Own Destiny 24:00 - Where to Find More Information About Startups.com and Wil's Work 25:00 - Closing Remarks and Gratitude from the Podcast Host   Episode Resources: Find out what Wil is up to here: https://www.startups.com/ Legacy Podcast: For more information about the Legacy Podcast and its co-hosts, visit businesslegacypodcast.com. Leave a Review: If you enjoyed the episode, leave a review and rating on your preferred podcast platform. For more information: Visit businesslegacypodcast.com to access the shownotes and additional resources on the episode.

Seniority in the online space means absolutely nothing without consistent visibility. The harsh truth is, showing up wins every time.Join GROW Business & Marketing membership: peggyrejames.com/growBook a free 30-minute call with Peggy hereReady to work less and make more through a scalable business model? Enrollment is open for GROW Business & Marketing Academy - Click here to join. Connect with me on Instagram: @peggyrejames Join the community: https://www.facebook.com/groups/sixfigureshiftcommunity/

WPRB News and Culture: The Pidgin has growing pains, and we can feel ourselves aging like fine wine, so today we're talking seniority – in all the meanings of the word. We talk about the elders in our lives, and our communities, but we're also thinking about chapters ending and beginning. Ariel Chen starts us off by reporting on this past week's May Day protests in the community, and points to how older people are starting to become the new face of activism. For our culture segment, Margo Mattes reflects on personal stories from the drama of her grandmother's nursing home, and reflects on how the way we feel, and interact with other people, never really changes as we move through life. Finally, for our science segment, Teo Grosu and Natalia Maidique talk to Dr. Coleen Murphy, a researcher at Princeton who studies aging in many forms, about how research often needs the space to grow and age for its true importance to be revealed.Hosted and produced by Teo Grosu and Natalia Maidique. Reported, recorded, and produced by Ariel Chen, Margo Mattes, Teo Grosu, and Natalia Maidique.All music used under Creative Commons license.(00:00) Introduction(01:35) May Day Protests(15:03) Acting Your Age(24:50) Aging Research

Norbert from Wisconsin Rapids wanted the breakdown: What's the difference between a Cardinal Bishop, Cardinal Priest, and Cardinal Deacon? Patrick’s Explanation: 1. Cardinal Bishops: -These are the most senior cardinals. -They hold titular jurisdiction over ancient dioceses called the "suburbicarian sees" around Rome: places like Ostia and Porto. -They're not the real working bishops of those dioceses, more like honorary guardians. -Seniority here isn’t just about age; it’s about how long you’ve been a cardinal. 2. Cardinal Priests: Rome’s Titular Pastors -These cardinals are linked to one of Rome’s ancient churches. -It’s honorary, but each one is assigned a "titular church" to symbolize their bond with the diocese of Rome. 3. Cardinal Deacons: -Historically, these guys were the ones running the Church’s day-to-day in Rome. -After 10 years, a Cardinal Deacon can be "promoted" to Cardinal Priest. So… Are These Ranks Like Holy Orders? Nope! These don’t mean “holier” or “more sacramentally powerful.” This ranking is about honor and duty, not sacramental hierarchy. Bonus Wisdom: -The word "cardinal" comes from Latin cardo, meaning hinge.These are the “hinge men”: the inner circle who support the Pope and, when the time comes, elect the next one. As the Church preps for the conclave, Patrick reminds us: Stay close to Relevant Radio for all the upcoming news of the Conclave. Pray with us every evening at 7:00 PM CT for the Family Rosary Across America for the needs of the Church and for our leaders. You can hear the funeral coverage for Pope Francis Saturday morning at 2:50 AM CT and rebroadcasted at 12:00 PM CT later in the day on Relevant Radio.

Send us a textAging is a gift. Yet, many of us may not think that way. Typically, our culture speaks of aging in a negative way, and too often we ourselves think of aging in the same negative ways. God disagrees. Scripture speaks of aging positive ways. Listen to Randy thinking about aging as “A way journey to purpose, peace, and joy.”Support the showEmail us: Hal@finishingwellministries.orgFollow us on Facebook: https://www.facebook.com/finishingwellministriesSupport Our Ministry: https://www.finishingwellministries.org/donateAre there biblical principles to help us understand how to finish well?Join Dr. Habecker LIVE on ZOOM for a greater understanding of the SEVEN Essentials to Finishing Life Well: https://www.finishingwellministries.org/upcoming-eventsThanks for listening as we all strive to live and finish life well!

NOTHING BETTER IN SENIORITY THAN WALKING IN THE TREEELINE WITH SAILOR AND CHARLIE:  1/4  A Dog's World: Imagining the Lives of Dogs in a World without Humans, by Jessica Pierce and Marc Bekoff  https://www.amazon.com/Dogs-World-Imagining-without-Humans/dp/0691196184 What would happen to dogs if humans simply disappeared? Would dogs be able to survive on their own without us? A Dog's World imagines a posthuman future for dogs, revealing how dogs would survive―and possibly even thrive―and explaining how this new and revolutionary perspective can guide how we interact with dogs now. 1861 LORD HAWARDEN AND FRIEND.

NOTHING BETTER IN SENIORITY THAN WALKING IN THE TREEELINE WITH SAILOR AND CHARLIE:  124  A Dog's World: Imagining the Lives of Dogs in a World without Humans, by Jessica Pierce and Marc Bekoff  https://www.amazon.com/Dogs-World-Imagining-without-Humans/dp/0691196184 What would happen to dogs if humans simply disappeared? Would dogs be able to survive on their own without us? A Dog's World imagines a posthuman future for dogs, revealing how dogs would survive―and possibly even thrive―and explaining how this new and revolutionary perspective can guide how we interact with dogs now. 1850

NOTHING BETTER IN SENIORITY THAN WALKING IN THE TREEELINE WITH SAILOR AND CHARLIE:  3/4  A Dog's World: Imagining the Lives of Dogs in a World without Humans, by Jessica Pierce and Marc Bekoff  https://www.amazon.com/Dogs-World-Imagining-without-Humans/dp/0691196184 What would happen to dogs if humans simply disappeared? Would dogs be able to survive on their own without us? A Dog's World imagines a posthuman future for dogs, revealing how dogs would survive―and possibly even thrive―and explaining how this new and revolutionary perspective can guide how we interact with dogs now. 1850

NOTHING BETTER IN SENIORITY THAN WALKING IN THE TREEELINE WITH SAILOR AND CHARLIE:  4/4  A Dog's World: Imagining the Lives of Dogs in a World without Humans, by Jessica Pierce and Marc Bekoff  https://www.amazon.com/Dogs-World-Imagining-without-Humans/dp/0691196184 What would happen to dogs if humans simply disappeared? Would dogs be able to survive on their own without us? A Dog's World imagines a posthuman future for dogs, revealing how dogs would survive―and possibly even thrive―and explaining how this new and revolutionary perspective can guide how we interact with dogs now. 1800 KING CHARLES SPANIEL

How does body language affect the way people perceive us? In this episode, Carole Railton, a renowned Body Language Specialist, joins me to explore how our body language shapes the way others perceive us. Carole started her career working for IBM. On her mother's death bed, she found out that she had a half-sister. In that moment she vowed never to be lied to again and began researching body language. She now works as a global body language consultant, speaker and executive coach, with international organisations and business leaders, showing them how to communicate with greater clarity and impact using modern body language behaviours. She has authored 3 books, The Future of Body Language, A Useful Guide to Personal Branding, and most recently co-authored SeniorITy; a book on AI for seniors. She appears regularly in international media and writes for National Press both in the UK & Australia. We explore how we interpret body language, share tips to enhance your nonverbal communication for a more engaged presence, and offer advice on projecting confidence in a variety of situations. Let's get stuck in… ... Connect with Carole: Website: https://www.livingsuccess.co.uk/ LinkedIn: https://www.linkedin.com/in/carolerailton/ X: @carolerailton Books: SeniorITy The Future of Body Language Connect with Sophie: LinkedIn: www.linkedin.com/in/sophie-milliken Instagram: www.instagram.com/moja_sophie/ ... Want to be a guest on Beyond the Bio? Fill out the submission form here: https://www.sophiemilliken.co.uk/btb ... This podcast is brought to you by Moja. See how your profile is currently performing: https://mym-btb.scoreapp.com/

If you're hiring a developer, do you know what to expect based on the seniority you are looking for?

☠️  Although Peter was a seasoned disciple, he wasn't too mature to be caught in the comparison trap. Seniority doesn't apply to Christianity.   #KingdomSpeak #Podcast  #Repentance

Like the show? Show your support by using our sponsors.Promotive can help you find your dream job, or help you hire. Touch HERE for more.Need to update your shop systems and software? Try Tekmetric HEREMickey Leech is the CEO of Schumacher Electric. Today, he and Jeff talk about the EV battery charging market, other industry technological advancements, and how to grow within today's industry. They also discuss how to support and equip young technicians with tools, training, and care, to help the industry over the next few decades.05:50 Tech Evolution: Overcoming Information Barriers13:23 Innovative Wireless Charging Solution18:26 Shift in Appreciation for Loud Cars25:39 Vintage Schumacher Battery Charger Nostalgia30:51 Tech Life: Untold Stories32:45 Embrace New Technology in Business37:04 "Dealership vs. Independent Shop Dynamics"46:11 Flexible Work Schedules for Technicians47:46 Collaborative Workplace Success Strategies57:05 Seniority Doesn't Equal Leadership01:01:53 Seniority vs. Skill in Trades01:04:11 Investing in Employee Tool Development01:09:29 Excited to Connect at Future SEMA Follow/Subscribe to the show on social media! TikTok - https://www.tiktok.com/@jeffcompton7YouTube - https://www.youtube.com/@TheJadedMechanicFacebook - https://www.facebook.com/profile.php?id=100091347564232

The President of a company is a very powerful force.  They drive the direction, the strategy and the culture formation inside the enterprise.  In Western corporations, there are big salaries and big incentives tied to the leader's performance, especially around profit achievement and share price gains for shareholders.  We project this idea on to Japanese companies and imagine they are basically built in the same way.  This idea seems fine, until you ever have to get a decision from a Japanese company.  This is when you enter the twilight zone of differences about how things are really done here. Japan has some specific features which make the leadership terrain quite unique.  Mid-career hires are the norm in the West and the exception in Japan, as far as larger firms are concerned.  New graduates are malleable and the company leadership wants to install their group think, culture and conservative action methodologies in them.  Seniority is a respected Confucian attribute in Japan, which has little currency in the Darwinian, performance outcomes oriented West.  Age and stage make sense in Japan, when you spend your entire career with the one firm and are part of the fabric of that company, gradually being stitched in over decades.  The risk aversion predominance in Japanese business weighs against change and bolsters constancy.  We foreigners represent change.  To become a trusted partner with a Japanese firm means they have to make some internal changes to accommodate the new thing we bring to them or the old thing we are tweaking in a new way.  The question is, who inside the Japanese decision making hierarchy is going to take responsibility for the change.  In Western companies there is a big personal payoff to taking risks, but Japanese salaries and bonuses are not on the same planet as a country like America. So, the upside of taking a risk in Japan is far outweighed by the potential career damage if there is a failure. We have all grown up with a British Raj model of decision making.  Convert the leaders and you get the whole company to snap into gear and get with your programme.  It doesn't work like that here unless the President is the founder or the owner.  This is the “one man shacho” formula, the classic dictator President, who rules with an iron fist and drives everyone to do what ever they say.  Most big corporates though, have a structure where the President has P&L responsibility for the whole company, but the direct reports have P&L responsibility for their part of the business. The President can't force them to make expenditure allocations impacting their turf without their agreement.  Hence the reputation of Japan as the country of glacial decision making.  I find this is a bit boring, because the Raj approach is much faster and easier for me.  No one in Japan could care less what I want. I deal with a lot of Presidents, as I try my best “convert the Raj” techniques to get them to buy my training services.  Being the President of my firm, I can get access to the senior echelons of the client company and get a hearing.  This is where Western logic departs from Japanese best practice. The leaders I speak with won't personally do anything themselves.  The company has internal compliance methodologies to reduce risk and protect the firm.  The work to investigate my idea will get sent right down to the very bottom of the pile.  That lower level designated officer or tanto will start pulling together information on our company, our offer, our pricing, the market, the competitors, resources required and the prospective ROI.  The tanto will then present that report to their superior, the next up the line, who if they approve it, will place their hanko or personal seal on the document.  This is a public acknowledgment that it has passed their stringent evaluation process and they are willing to take responsibility and place it before their superior.  The hanko marks on the document will also include any divisions or sections that will be impacted by the buying decision. This is an internal harmonisation and communication process to provide checks and balances.  In this way, there are no surprises and no issues, when it comes to coordinating the execution piece.  This process is repeated all the way up to the President's direct reports who have P&L responsibility to fund the deal.  If it is a big enough decision, there may be a senior executive meeting required.  This is usually a formality to bless the decision, rather than make a decision. The plan executive sponsor will outline the idea at the meeting, there will be no questions and it is therefore agreed. Next item! The surprising thing is that the President isn't the final decision maker.  And I had such a good meeting with that President too and I thought I had the Raj technique working on steroids! Actually, the person I needed to meet was the tanto. I could either work with them directly or I could supply the information they required, for them to do their due diligence. When meeting with the President, I need to finish the meeting off, by asking to have my people get together with their tanto, to supply whatever information they need. Japan being such a polite culture, the President will happily make that introduction even if knowing that there is no chance of this deal going anywhere.  This is because it conveniently avoids anyone having to tell me a direct “no”.  If it has legs, then the tanto's job is to navigate the decision through the system. So in Japan, it is better to start at the bottom and work your way up, than try to go top down, as we are more familiar with in the West.  The tanto has to become a key messenger for us. If we can't win over a relatively junior, seemingly unimportant staff member to our cause, then the decision outcome will be remain vague and lifeless.  Now we don't want that do we.  

In this episode of thePowerTech Development Podcast, we dive into the controversial yet essential topics shaping hockey today. From the mental resilience of players to the politics of development, our discussion touches on:The Soft Attitude: Why you won't always feel perfect in hockey (17:00).Being KO-ed on the Ice: The challenges of recovering from big hits (21:00).Rehab Options for Sports Injuries: What's the right approach? (25:00).Coaching Injury Rules: The fine line between caution and toughness (27:50).Coaching Finesse: The delicate balance required to succeed as a coach (42:30).Politics or Guidance? Understanding the decisions behind hockey progression (50:00).Overlooked vs. Becoming Noticed: How players gain recognition in the competitive hockey world (1:01:00).Whether you're a hockey parent, coach, or player, this episode is packed with insights on what it takes to thrive in today's hockey landscape.Become aMEMBER to support the show!Want to sponsor? Contact UsHERE.

Today on the PRmoment podcast we're discussing the results of Global Women in PR's Annual Index with Zeno UK MD Jo Patterson and Charlotte West Lenovo, vice president global corporate communications and board director of the Lenovo Foundation.976 Female PR professionals around the world took part in the survey.Before we start don't miss our next PR Masterclass: The Intersection of Data, Planning and Measurement. Attend this PR Masterclass to hear from experts on the latest techniques, tools and case studies about the use of data in modern communications.Also, thanks so much to the PRmoment Podcast sponsors the PRCA.Here's a summary of what Jo, Charlotte and Ben Smith discussed:3 mins Jo talks us through the top line findings from this research.“Things are getting worse, not better for women in the workplace.”“The sentiment for flexible working amongst employers is in decline.”“51% of women working in PR globally have experienced harassment.”5 mins Jo talks about the different forms of harassment of women at work.“Seniority is no guarantee of protection (from harassment.)“The most common source (of harassment) is people's immediate bosses.”“56% of the women who experienced harassment didn't report it.”12 mins Charlotte talks about the steps she takes to ensure harassment doesn't take place in her teams.13 mins Lots of very high profile, very successful, almost always white men are behaving badly currently. Is this increase in the number and profile of poor male role models impacting the level of harassment of women?19 mins Jo and Charlotte talk about global flexible working trends in PR, from an employee perspective.

Simeon Gholam returns with another episode of The EFL Interviews on the Essential EFL podcast.On this week's episode he speaks to three players at very different stages of their careers...First up is Colchester striker Lyle Taylor who is closing in on 400 EFL appearances. Then we hear from Crawley Town's Toby Mullarkey who explains how he combines his playing career with work as a qualified personal trainer. And we round off the episode at Accrington Stanley where Sim spoke to youngster Sonny Aljofree about taking his first steps in senior football.

Start Your Transformation Now  In this episode of Conversations with a Sorcerer, I dive into profound insights on the true purpose of life, inspired by my dialogue with Don Xavier. Over the years, so many people have asked me, "What is my purpose?" In this episode, I unpack the deeper meaning of life beyond careers and material pursuits, focusing on growth, evolution, and spiritual exchange.  Don Xavier shared that our purpose isn't tied to our vocations but lies in gaining seniority, energy, and deeper knowing. Using vivid metaphors like the "hard drive of life" and exploring the concept of energy exchange, I share transformative perspectives on evolving beyond the ego and contributing to the collective soul's journey.  I want you to think about this: life isn't a gift—it's a loan. In this episode, I'll help you uncover how you can leave this life with more than you came with. Let's explore your soul's purpose and embrace transformation together.    What You'll Discover in This Episode:  What is Seniority? (02:23): Understanding seniority as the growth of personal power and knowing in your soul's journey.  The Hard Drive of Life (06:23): A metaphor for the knowledge and energy you bring into each incarnation.  Energy Exchange and Abundance (15:35): How the principle of giving and receiving enriches our lives and fulfills our purpose.  The Misconception of Purpose (22:42): Why your job or career is not your true purpose and how to discover the real meaning.  Life as a Loan, Not a Gift (30:11): How to repay life with "interest" through growth, service, and contribution.  Listen, apply, and enjoy!  Transformational Takeaway:  Life is a loan, not a gift. The purpose of your existence is to leave with more than you arrived—more energy, knowing, and spiritual growth. By focusing on selfless exchange and the evolution of your soul, you transform not just your life but the collective consciousness.  Let's Connect:  Instagram | Facebook | YouTube | LinkedIn  LIKED THE EPISODE?  If you're the kind of person who likes to help others, then share this with your friends and family. If you have found value, they will too. Please leave a review on Apple Podcasts so we can reach more people.  Listening on Spotify? Please leave a comment below. We would love to hear from you!  Thank you for listening!    With gratitude,   Jim 

Start Your Transformation Now  Welcome to the first episode of 2025! In this powerful conversation drawn from a dialogue I had with Don Xavier, we'll explore the concept of owning your life power and seniority. This episode challenges you to rethink how you manage your energy, beliefs, and personal power in every area of your life - health, wealth, relationships, and beyond.  We'll dive into the idea that you are a creator, born with the ability to co-create your life with divine intelligence. However, many of us unknowingly give away this power to external influences - whether it's cultural conditioning, societal beliefs, or even fear and doubt. This episode is about reclaiming that power and stepping into your natural state of creation and well-being.  If you're ready to make 2025 the year you fully own your life, start listening now.  What You'll Discover in This Episode:  The Truth About Personal Power (01:29): Why you're born with divine intelligence and the ability to heal, create, and transform your life.  Letting Go of Fear and Doubt (08:50): How uncertainty and worry drain your power and how to reclaim it.  The Concept of Seniority (11:08): What it means to manage your energy and take back the authority over your life.  You Are the Creator (21:02): How your beliefs and stories shape your reality and how to change the ones that no longer serve you.  Divine Intelligence in Action (27:14): Recognizing yourself as a co-creator in partnership with universal energy.  Listen, apply, and enjoy!  Transformational Takeaway: You are the creator. You were born with divine intelligence, personal power, and seniority over your life. As you step into 2025, hold this thought: I am the creator. I am the power of divine intelligence. When you embody this truth, you reclaim your power to manifest and live the life you desire.  Let's Connect:   Instagram Facebook YouTube LinkedIn   LIKED THE EPISODE?  If you're the kind of person who likes to help others, then share this with your friends and family. If you have found value, they will too. Please leave a review on Apple Podcasts so we can reach more people.  Listening on Spotify? Please leave a comment below. We would love to hear from you! Thank you for listening!   With Gratitude, Jim Fortin

Ever wonder why job titles matter so much to your team? It's more than just a nameplate—titles shape clarity, recognition, and growth paths in any organization. In this episode, I unpack the two key motivators behind title discussions and how you can approach them as a leader. Whether you're navigating requests for more clarity or grappling with the pressure to align titles with experience, this episode gives actionable insights to help you strike the right balance for your team.Key Topics Covered:Why Titles Matter [0:00]Unpacking why titles impact clarity and recognition in your team.Understanding Title Motivations [4:08]Explore the two primary drivers behind title requests: clarity of role and recognition of value.Balancing Expectations and Resources [7:55]How to align title decisions with pay, responsibilities, and team support.Titles as Growth Tools [11:43]Learn how titles can signal growth and progression within your organization.Matching Titles to Seniority [13:20]Why the level of seniority and scope must align with the title assigned.Need help creating clarity, recognition, and growth for your team? Let's make it happen! Email me at hello@liagarvin.com to get started.--WORK WITH LIA:How many times have you thought "I wish this whole managing people thing was a little easier" or better yet - "tell me what to do to be a better manager and I'll do it"?I've got you covered ;) Head to liagarvin.com/actiontracker for my list of 10 things you can do each week to get better results from your team and make your job easier.  Want some support for yourself or your team, let's chat! Schedule a call here: calendly.com/liagarvin/scaleup-strategy CONNECT WITH LIA:Website: https://www.liagarvin.com/Linkedin: https://www.linkedin.com/in/liagarvin/Instagram: https://www.instagram.com/lia.garvin/Music by: https://www.instagram.com/isaacy8s/

Big Idea: God doesn't promote based on seniority. In the Beginning: Joseph Genesis 48:1-22 I. Jesus offers an unexpected future. 1-7 Some time after this, Joseph was told, “Your father is weaker.” So he set out with his two sons, Manasseh and Ephraim. When Jacob was told, “Your son Joseph has come to you,” Israel summoned his strength and sat up in bed. Jacob said to Joseph, “God Almighty appeared to me at Luz in the land of Canaan and blessed me. He said to me, ‘I will make you fruitful and numerous; I will make many nations come from you, and I will give this land as a permanent possession to your future descendants.' Your two sons born to you in the land of Egypt before I came to you in Egypt are now mine. Ephraim and Manasseh belong to me just as Reuben and Simeon do. Children born to you after them will be yours and will be recorded under the names of their brothers with regard to their inheritance. When I was returning from Paddan, to my sorrow Rachel died along the way, some distance from Ephrath in the land of Canaan. I buried her there along the way to Ephrath” (that is, Bethlehem). II. Jesus invites unworthy children into his family. 8-12 When Israel saw Joseph's sons, he said, “Who are these?” And Joseph said to his father, “They are my sons God has given me here.” So Israel said, “Bring them to me and I will bless them.” Now his eyesight was poor because of old age; he could hardly see. Joseph brought them to him, and he kissed and embraced them. Israel said to Joseph, “I never expected to see your face again, but now God has even let me see your offspring.” Then Joseph took them from his father's knees and bowed with his face to the ground.   III. Jesus gives unearned blessings. 13-20 Then Joseph took them both—with his right hand Ephraim toward Israel's left, and with his left hand Manasseh toward Israel's right—and brought them to Israel. But Israel stretched out his right hand and put it on the head of Ephraim, the younger, and crossing his hands, put his left on Manasseh's head, although Manasseh was the firstborn. Then he blessed Joseph and said: The God before whom my fathers Abraham and Isaac walked, the God who has been my shepherd all my life to this day, the angel who has redeemed me from all harm— may he bless these boys. And may they be called by my name and the names of my fathers Abraham and Isaac, and may they grow to be numerous within the land. When Joseph saw that his father had placed his right hand on Ephraim's head, he thought it was a mistake and took his father's hand to move it from Ephraim's head to Manasseh's. Joseph said to his father, “Not that way, my father! This one is the firstborn. Put your right hand on his head.” But his father refused and said, “I know, my son, I know! He too will become a tribe, and he too will be great; nevertheless, his younger brother will be greater than he, and his offspring will become a populous nation.” So he blessed them that day, putting Ephraim before Manasseh when he said, “The nation Israel will invoke blessings by you, saying, ‘May God make you like Ephraim and Manasseh.' ” IV. Jesus offers an underserved legacy. 21-22 Israel said to Joseph, “Look, I am about to die, but God will be with you and will bring you back to the land of your fathers. Over and above what I am giving your brothers, I am giving you the one mountain slope that I took from the Amorites with my sword and bow.” Next Steps:  Believe: I want to be adopted into God's family today.  Become: I will trust God's hand on me this week.  Be Sent: I will push back darkness this week. Group Discussion Questions:  Do you work in a job where they hire family members?  If so, are people suspicious of promotions? What qualities do you think are most important to reward (promote)? Have you ever been passed over for a promotion?  If so, how did you handle it? Have you ever worked for someone who was promoted beyond their capabilities?  What was it like working for them? If you had several children, what would you look for in the one who takes over the family business? What criteria does God use to promote his children?  Back your answer up using Scripture. Ask the Holy Spirit to help you focus on your family's faith tomorrow. 

In today's episode, I address a critical issue that many associates in large law firms face—identifying and managing warning signs in their law firm careers before it's too late.  I outline practical strategies to help associates understand what firms expect and how to recognize when they may be at risk, including getting ahead of the issue of low billable hours, handling situations where there is insufficient work in your office or practice group, and the dangers of poor communication and accountability.  At a Glance: 00:32 – Why law firms don't provide roadmaps for associates and the need for self-awareness 01:20 – Early warning signs when associates are on the verge of trouble 02:34 – The importance of meeting billable hours and avoiding over-reliance on non-billable work 03:38 – Responding to work opportunities during vacation when billable hours are low 04:34 – Struggling to find work? Here's what to consider 05:15 – Feedback: Why associates should proactively seek it from partners 06:14 – The challenge of working in a slow office and potential solutions 08:11 – When your practice group is slow: Short-term vs. long-term impacts 10:00 – Seniority issues: When associates outgrow their niche and how to pivot 11:45 – Administrative issues, timekeeping, and office presence: Why they matter 14:05 – Vanishing acts: The importance of communication and accountability Rate, Review, & Follow on Apple Podcasts & Spotify Do you enjoy listening to Big Law Life?  Please consider rating and reviewing the show! This helps support and reach more people like you who want to grow a career in Big Law.  For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select “Write a Review.” Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here!  For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars.   Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? - here are ways to reach out to her: www.lauraterrell.com  laura@lauraterrell.com   LinkedIn: https://www.linkedin.com/in/lauralterrell/  Instagram: https://www.instagram.com/lauraterrellcoaching/  Show notes: https://www.lauraterrell.com/podcast  

Rockin' Like A Champion ...with tracks by...Seniority, Moxina, Dub Siren, Flammer Dance Band, Los Dos Hermanos, Mokoomba, ArtJumper, Reggaddiction and Roberta Lea, St.Ego, Mykal Rose, Subatomic Sound System, Hollie Cook, Hamada, The Heavy Heavy, Ari Joshua, Russ Lawton, Ray Paczkowski Seniority - I'm in Love with the Girl from the Video Game [Bandcamp] [...] The post PCP#857… Rockin’ Like A Champion… appeared first on Pete Cogle's Podcast Factory.

In Episode 25 of 'Pilots Say What?', we explore key topics that impact CFIs, including the importance of seniority numbers and how cadet programs can shape a pilot's career. While we touch on what it's like being a flight instructor, the episode dives deeper into the practical steps CFIs can take to position themselves for long-term success. Whether you're new to the aviation world or already in the field, this episode provides valuable insights on navigating career progression.

We all want community. God designed us to be relational beings. But, sometimes, we can lose vision of how to flourish together the way He intended.On today's episode, we talk about some red flags we have personally witnessed in community, how God calls us to be different, and ultimately, the part you play within your community. Whether you are a part of a church, friend group, small group, or other, these red flags are applicable to assessing the health of any community!00:00 Intro01:26 If you missed the last episode...02:33 Guest: My Husband Solomon03:21 Red Flags in Community04:40 "One side is only right"05:54 Christians with different political views07:35 "Celebration turns to condemnation"10:06 "Critiques over positive reinforcement"14:02 "Culty over community"16:15 "Selfishness over selflessness"20:49 "Not what to think, but how to think"29:41 "Preference is made principal to the Gospel"33:35 "Making promises that were never kept"36:34 "No accountability and lack of humility in leadership"42:15 "Seniority rules all"46:40 End of SZN 2 and SZN 3 updates47:23 These red flags aren't proofs you need to leaveAddie's Socials   YouTubehttps://youtube.com/@addieoverla?si=b9BzpzS9J9HrLiK5 TikTok https://www.tiktok.com/@addieoverla Instagram https://www.instagram.com/addieoverla/  LINKSShop Addie's Designs https://www.bonfire.com/store/designs-by-addie/ Elevated Faith Apparel https://bit.ly/3xjVBvF  LikeToKnowIt https://www.shopltk.com/explore/addiewoost  Amazon Storefront https://www.amazon.com/shop/influencer-649a9b8a?ref_=cm_sw_r_cp_ud_aipsfshop_aipsfinfluencer-649a9b8a_4C3D57EYC99TN49DVP21Ask Ralph - Christian FinanceJoin financial expert Ralph Estep, Jr - Daily tips for balancing your faith and finances. Listen on: Apple Podcasts SpotifySupport the show

How do you determine seniority in JavaScript?

From the history we've covered in this series so far, we know that the succession plan of having the most senior apostle become the next Church president took time to develop and wasn't fully fleshed out in Joseph Smith's lifetime. In fact, it was during the decades of President Brigham Young's presidency that this plan was ultimately finalized … well, mostly. It turns out that prior to President John Taylor's death, there was one young apostle who challenged this plan of succession one last time.  In this episode of Church History Matters we walk through this history and talk about how apostle Wilford Woodruff settled this issue once and for all. We'll also talk about the sacred experience Lorenzo Snow had after Wilford Woodruff's passing which established the pattern we follow today of reorganizing the First Presidency immediately after a Church president's death. For show notes and transcript for this and other episodes go to https://doctrineandcovenantscentral.org/church-history-matters-podcast/   

Welcome back to the IWILL Podcast ! this episode is conversation around Donald trump and his presidency . Also speaking about his conviction in New York and the biased around him . 

Why is it that the only thing that seems to matter in traditional nursing is seniority? Ask a nurse, any nurse to tell you about themselves and they will start by saying how long they've worked. While the rest of the world focuses on performance and skills, nursing somehow seems stuck on where you are on the seniority list. Does seniority have a role in nurses eating their young? Or are times changing? Listen and see what The Gritty Nurses think.    Thank you to our episode sponsor, healthcareproviders.ca! Attention, hospital employees, retirees and HR in Canada!   Picture this: a benefit plan designed for casual and part-time hospital employees and retirees who aren't covered by their hospital's group health plan. Introducing Healthcare Providers Group Insurance Plan – a friendly partner dedicated to your health and wellbeing! With affordable plan premiums and an exceptional support team, Healthcare Providers, also known as HCP,  is dedicated to helping you every step of the way. Enrolling is easy, and you'll have access to a wide range of health and basic dental benefits from day one. Already have coverage through your spouse? HCP still has your back! For less than $32 a month, the Signature Package, which includes Life, Long-Term Disability, Accidental Death, Disease & Dismemberment, provides valuable income protection and peace of mind for the unexpected. Take charge of your health and financial security today. Visit healthcareproviders.ca to learn more! Order our Book, The Wisdom Of Nurses! Leave us a review on Amazon! https://www.harpercollins.ca/9781443468718/the-wisdom-of-nurses/  https://www.grittynurse.com/ YouTube: https://www.youtube.com/@grittynursepodcast  Facebook: https://www.facebook.com/grittynurse Instagram: https://www.instagram.com/gritty.nurse.podcast/ Twitter: https://twitter.com/GrittyNurse  LinkedIn: https://www.linkedin.com/company/grittynurse  

Welcome back to the "IWILL" Podcast todays episode is about current events with the great Kevin Lee from the seniority report podcast. Current public cases , Judges , and church pastors . 

How much weight does seniority carry in your fire department, and how much carrying do the senior members do?Some departments have senior members who are bonafide recliner compressors while others use their senior membership as the backbone of the organization.  Regardless of which one you're involved with, those senior firefighters are getting paid more and have more time off, which can be a major pain point for the junior contingent.Curt and I cover a bunch of aspects of this and some ways to survive with a slug of a senior firefighter.  We've both felt the pain of dragging someone along, and the benefit of the perpetually engaged informal leader.There's not one answer to solve the problems of the fire service but we give a few options and ways to look at it.Support the showSupport the show directly here: https://www.buymeacoffee.com/4thshiftfiEPlease order your favorite products through my affiliate links:Rescue1CBD https://rescue1cbd.com?ref=509Use code TAILBOARD for 15% offAthletic Brewing- Code TTFP10 for 10% off for new customersThen use: https://athletic-brewing-co.sjv.io/c/4029326/889587/12298?campaign=affiliate%20%3Dcontent%3Donline_tracking_link to continue to support the show with your purchases.For topic/guest requests use this form https://www.4thshiftfitness.com/guestformFor all other things, reach out here: https://www.4thshiftfitness.com/contactThank you for listening and let's all keep working to be more capable and durable both on shift and away from it.

Episodes Intro: Dear listeners of the Female Guides Requested Podcast, happy Wednesday. I'm your host Ting Ting from sunny Las Vegas. Today I'm presenting you another episode of the Guides' Beta series with our guest Mary Brown. Mary Brown has worked as a guide manager at Alpine Ascents for almost 10 years. A guide manager is often the interface between guide services and their guides, and serves as a bridge between clients and guides. As a guide, I certainly appreciate how a competent and caring guide manager makes my life easier. However what exactly does a guide manager do? In today's episode we dive deep into Mary's role in Alpine Ascents to learn about her job description and duties. Since she has been in the industry for almost a decade, I was curious about what major trends Mary had observed. She pointed to climate change and a more diverse clientele as two areas that have impacted the way guide services operate. She described how guide services, for example, Alpine Ascents, had responded to the changes. We also spent quite some time talking about the awesome initiative, BIPOC Guide Development program, Alpine Ascents piloted in summer 2023. According to Mary the motivation of the program was to provide climbers of color an onramp to professional guiding and help the aspirant guides build their professional network. Mary provided strong reasons to justify the cost to Alpine Ascents. Hopefully other guide services will follow suit. I hope this episode help unveil the road map to becoming a guide. Now, give it a listen!What We Talked About:IntroWhat do you do?How did you start and how long have you been in this position?Almost 10 years - what did you learn from the industry? How have you improved? Other than daily operation what's your big picture? Things you wish you've done better? Things that you're proud of? Relationships with guidesRecruit? How's the turn over rate? How many new guides does Alpine Ascents recruit each yearOnboardingSchedulingCriteria?Seniority?Guide and clients match?Instructor team dynamicsLyra's story (female guide team) but work with majority male clients (atypical?)What kind of impacts do you think a guide manager can impact guidesCompared to traditional sense of Human Resources deptYou mentioned that Alpine Ascents guides have low turnover rate; however they do transition from full time to more diversified job ( you mentioned about longevity) what other jobs do you see guides transition to? How come full time guide is hard in what aspect?Do guides need to be proactive in order to get work? Do you have a feedback system? Are guides generally satisfied with what they are assigned? Or do they fight over work?How do you see your relationship with guides? Pure professional? Some personal?What's fair? And do you think you have blind spots or biases? DEI initiatives How did you all start?Describe the program the selection process and are graduates required to work? Will they be staffed working with non-bipoc clientsWhy? Is it a good thing? Business also needs to look at growth and profit, how does Alpine Ascents justify the initial cost and investment?Leadership as a big guide service?How did it go for the first year?Any direction change for the second year?

Welcome back to the "IWILL" PODCAST ! todays episode is about current events with Kevin Lee from the seniority report . Opinions perspective and break downs of popular world news. 

Welcome back to the "IWILL" PODCAST! Todays episode is about the black panthers a movement that was started to protect and provide for our communities and was turned into something else by people with hidden agendas. Informational episode and sheds some light on its history. 

Welcome back to the "IWILL'' Podcast todays episode is about the moon landing exploring 2 generations of perspective on it . Kevin lee joins me on this episode and shares his insights and perspective on it . I believe its fake . 

Welcome back to the "IWILL" PODCAST ! todays episode we discuss current events and politics with detective Kevin Lee , part 2 is on his podcast check it out ! 

Strategize plans on the crucial post-CJO journey for pilots, where strategic moves shape careers. Join us as we delve into securing seniority numbers, navigating class dates, and mastering key steps to ensure a successful ascent in the dynamic realm of aviation.   WHAT YOU'LL LEARN FROM THIS EPISODE Why do newly hired pilots need to get their seniority number up? Things pilots must do after receiving a conditional job offer Pro tips on how to schedule your class dates ahead   RESOURCE/LINK MENTIONED Federal Aviation Administration   CONNECT WITH US  Are you ready to take your preparation to the next level? Don't wait until it's too late. Use the promo code “PODCAST” and save 10% on all our services. Check us out at www.spitfireelite.com!   If you want to recommend someone to guest on the show, email Nik at podcast@spitfireelite.com, and if you need a professional pilot resume, go to www.spitfireelite.com/podcast/ for FREE templates!

Ever wonder what the first day of being a doctor is like? Join hosts Anna Zarov and Olivia Horrigan as they unpack another eventful episode in this week's Myth vs Medicine: Debunking Grey's Anatomy podcast show. In this episode, we will cover diagnosis and management of seizures, post-operative fever, ethics of patient confidentiality, and all of the ups and owns of an intern's first 48 hour shift. Grab your favorite snack, beverage, or listening buddy and press play! It's a beautiful day to learn what is myth… and what is medicine.Sources: “A Hard Day's Night.” Greys Anatomy, created by Shonda Rhimes, Season 1 Episode 1, ABC Studios, March 2005Gelb MD PHD, Douglas. Introduction to Clinical Neurology. Oxford University Press, 2016.https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1071497/#:~:text=Approximately 75%25 of seizures are,erythematosus%2C AIDS%2C and porphyria.https://www.uptodate.com/contents/evaluation-and-management-of-the-first-seizure-in-adultshttps://www.uptodate.com/contents/seizures-and-epilepsy-in-children-classification-etiology-and-clinical-featureshttps://greysanatomy.fandom.com/wiki/Grey%27s_Anatomy_Universe_Wikihttps://www.aamc.org/data-reports/workforce/data/figure-12-percentage-us-medical-school-graduates-sex-academic-years-1980-1981-through-2018-2019https://www.medpagetoday.com/opinion/second-opinions/99566#:~:text=Our%20findings%20were%20presented%20at,(44.8%25%20of%20total)Mentioned in this episode:Join our email list: mythvsmedpod.comJoin our email list!We hope you enjoyed the show! Don't forget to leave us a review on your favorite streaming platform and check out the rest of our links at: linktr.ee/mythvsmedpodOur Link Tree!Ask us anything about the medicine in Grey's Anatomy here: https://mythvsmedpod.com/ask-questionsAsk us a question!This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

SeniorITy: How AI and tech can enhance senior living by Lucia Dore, Carole Railton Luciadore.com Do you feel frustrated and left behind as every aspect of daily life – from banking and shopping to health and communication – becomes increasingly dependent on technology, the internet, and artificial intelligence (AI)? SeniorITy empowers us as we age, and those hesitant to engage with new technologies, by exploring the positives of becoming knowledgable and fully connected online. Accepting technological advances can help you live a long, healthy, and more rewarding life. Learn how to: Understand why you find it difficult to engage with the digital world Overcome frustration with the technology necessary for everyday life Make decisions about the best tech options for you Protect yourself and your data online Embrace digital advances that can increase independence and improve quality of life

On this Contract 2020 TA Education episode, we'll hear from Kurt Heidemann on several small sections, starting with Section 7, Seniority, Section 8, Vacancies, Section 20, Safety, Section 22, Furlough, Section 23, Supervisory Duties, Section 24 Dues, Section 25, IT, and Section 27, Terms of Agreement.00:50    Seniority02:40    Domicile Right of Return03:31    Downgrade Language03:54    Seat Locks04:14    Safety and Data Collection05:43    Recording Device Language06:23    Incident Handling Language07:46    Oversight 08:10    Data Retention08:31    Furlough10:28    EXTO Contingencies11:45    Supervisory Duties12:31    Chief and Assistant Chief Requirements14:17    Dues15:34    Information Technology16:53    All Things Crew Management Systems – CWA etc22:57    HIMS Manual, Hotel Standards, SOE Exception List23:23    DurationFor more information, visit the Contract 2020 TA Education Resource Center on swapa.org.If you have any feedback for us at all, please drop us a line at comm@swapa.orgFollow us online:Twitter - https://twitter.com/swapapilotsFacebook - https://www.facebook.com/swapa737

Del raises the red flag over an invasion of "Canadian "Super Pigs" who have somehow gotten across the border with passports forged by AI. Canadians fear this will crash the export market for Canadian bacon.Bucks and co-host Judith discuss their Thanksgiving holidays. Tell us about yours.Judith and Del discuss seeing US presidents Kennedy and Carter but Dave has not yet had a sighting.   Listeners tell us where they were on November 22, 1963.A discussion of the Anne Lamott piece Dave read last week leads to Judith and Dave fessing up to senior moments. Del can't remember if he had any.Sports Illustrated gets caught using AI to write stories.  Next week we talk to Stan Gordon, UFO researcher for over fifty years.  Bonus track today is Sandy Denny singing Who Knows Where the Time GoesGive us your thoughts: BUCKSTWOOLD@GMAIL.COM Find us on Twitter: @twooldbucks1Leave a Voice message - click HERE

Welcome back to the "IWILL" Podcast ! Todays episode is about current events politics religion and sacred ground . We dive into a deep conversation showing 2 different type of perspectives  on life. We have the amazing detective Rick join us . Who also has a podcast "The Seniority Report" Check it out ! 

The incoming members of the General Assembly may all be walking into the Capitol at the same time. But as Michael Pope tells us, they will all have different seniority rankings.

This episode we are going to look at the reason that I wrote the article “Wait… Are We the Problem?, which Fire Engineering recently published as an online feature. We have to do better, we have to keep learning and growing. Then we have to share everything we can with those around us. Adding value to others needs to be a priority bit before you can do that you have to add value to yourself.Read the article at:https://www.fireengineering.com/leadership/waitare-we-the-problem-fire-dept-culture/Or on our website at:https://www.crew1stculture.com/articles-1

Max updates on the joys of aircraft ownership  // Mailbag: Listeners suggest different suitcases for us to review, several listeners submit feedback on the Takeoff performance episode [6:00] // Flight Advice: James Onieal joins us to answer listener questions: Will I move up the seniority list faster at Delta or American / FO doesn't enjoy narrow-body flying, what do I need to know before switching to the wide-bodies / 500 Hour pilot wonders if he should stick with Delta Propel or go to a different regional [17:30] Get on James Onieal's Calendar and book your free strategy session 21Five's Youtube Channel Connect with us on LinkedIn Our sponsors: Harvey Watt, offers the only true Loss of Medical License Insurance available to individuals and small groups. Because Harvey Watt manages most airlines' plans, they can assist you in identifying the right coverage to supplement your airline's plan. Many buy coverage to supplement the loss of retirement benefits while grounded. Visit harveywatt.com to learn more! Advanced Aircrew Academy enables flight operations to fulfill their training needs in the most efficient and affordable way—anywhere, at any time. We do this by providing high-quality professional pilot, flight attendant, flight coordinator, maintenance, and line service training modules delivered via the web using a world-class online aviation training system. Visit aircrewacademy.com to learn more! Tim Pope is a CERTIFIED FINANCIAL PLANNER™ and a pilot. His financial planning practice provides services to aviation professionals and aviation 401k plans. Tim helps clients pursue their financial goals by defining them, organizing & optimizing resources, planning, implementing, and monitoring their financial plan. Visit https://link.21fivepodcast.com/timothy-pope to learn more. Click Here to Schedule a Meeting Employee Compensation Software That Answers "What's the Going Rate?" The AirComp Calculator™ is business aviation's only online compensation analysis system. It can provide precise compensation ranges for 14 business aviation positions in six aircraft classes at over 50 locations throughout the United States in seconds. VAERUS MEANS RIGHT, TRUE, AND REAL.Buy or sell an aircraft the right way, using a true partner, to make your dream of flight real. Connect with Brooks at Vaerus Jet Sales | Learn more about the DC-3 Referral Program Do you have feedback, suggestions, or a great aviation story to share? Email us info@21fivepodcast.com Check out our Instagram feed @21FivePodcast for more great content and to see our collection of aviation license plates. The statements made in this show are our own opinions and do not reflect, nor were they under any direction of any of our employers.

How does seniority work in the restaurant? Seniority is generally linked to employee benefits, promotions and other opportunities. It is natural for longer tenured employees to be favored in general because they are often knowledgeable and they are a known quantity. There are however some downsides to heavily favoring seniority. It can sometimes hinder opportunities for more talented or skilled individuals who are relatively newer to the organization.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dennis Lyandres spent more than 8 years with Procore during which time Procore grew from $10m to over 900m+ in revenue. Dennis started at Procore as Executive Vice President of Sales in 2014, before moving to the Chief Revenue Officer role in 2018 where he was responsible for driving revenue across all customer-facing functions including Sales, Marketing, Customer Success, Rev Ops, Procore.org and Business Development. From Nov 2022 to June 2023, Dennis served as a Strategic Advisor to the CEO working on key strategic projects such as procore's emerging fin tech business, key partner and customer relationships, and mentoring and developing key leaders. Before joining Procore, he held various sales and sales management roles at Cloudera and Pentaho. Dennis began his career in mergers & acquisitions with BTI Group and holds a BA from UC Berkeley where he finished with highest academic honors.Join us as Dennis shares his journey to sales leadership, from his early days to the phenomenal success he had at Procore. He discusses the core fundamentals he had to learn, including prospecting, business acumen, account planning, and building urgency. Dennis highlights the human aspect of sales leadership and the important lessons he learned in recruiting, training, and developing the right people; as well as the need to trust and empower his team. Dennis also emphasizes the value of continuous learning and the role of leadership in creating a culture of success. Dig into the lessons he learned on his road to sales leadership in this inspiring episode of Revenue Builders. HERE ARE SOME KEY SECTIONS TO CHECK OUT:[00:05:57] Importance of business fundamentals and financial literacy[00:09:39] Skills needed for sales leadership: recruiting, training, developing, promoting, and terminating[00:19:11] Unique aspects of training and development: clear expectations, self-service, certifications, coaching and buddy systems[00:34:42] Transitioning to the CRO role: prioritization, managing time effectively, hiring great leaders, aligning cross-functional teams[00:46:26] The importance of leadership and building more successful leaders[00:49:31] The value of showing care and having each other's backs[00:50:43] Assessing the most important problems and finding solutions[00:51:06] Scaling challenges: assessing the most important problem and finding a solution[00:52:09] Adapting to new challenges and focusing on the next problem to solve[00:54:13] Transitioning from a private company to a public company[00:56:16] Learning from mistakes and being proud of Procore's impact HIGHLIGHT QUOTES[00:08:48] “If you're talking to someone low level, and maybe that's some way to build a groundswell or get intelligence or whatever your account strategy is there, then yeah, I think you can talk more feature function, more jargon. But certainly, as you get more and more senior, and as you demonstrate more and more of a mastery of the subject. Simplicity is absolutely essential, right?” - Dennis Lyandres[00:46:34] “My mindset really crystallized by this role, which was like, leadership is the most important thing to whether I wouldn't. Right and so I've got to be spending my time hiring great leaders and making sure they can be wildly successful and within leadership. I've come to believe that the highest calling of a leader is to obsolete yourself is to work yourself out of the job.” - Dennis Lyandres Learn more about Dennis Lyandres through this link:LinkedIn: https://www.linkedin.com/in/dlyandres/Check out John McMahon's book here: https://www.amazon.com/Qualified-Sales-Leader-Proven-Lessons/dp/0578895064

Oral arguments at the Supreme Court are a window into the personalities, beliefs, and behavior of justices. They allow advocates to engage directly with the highest court in the land about how the law should work in practice. And over the last two decades, as country has become increasingly partisan, they've started to sound very different. We talk about how, why, and what's up with all the interrupting. Helping us break it down is Tonja Jacobi, professor of law and the Sam Nunn Chair of Ethics and Professionalism at Emory School of Law. We talk about several of Jacobi's studies on oral arguments, check them out: Justice, Interrupted: The Effect of Gender, Ideology and Seniority at Supreme Court Oral ArgumentsThe New Oral Argument: Justices as AdvocatesSupreme Court Interruptions and Interventions: The Changing Role of the Chief Justice 

This Episode is Sponsored by: Dandy | The Fully Digital, US-based Dental LabTo check out Dandy's FREE KPI E-Book click here: https://www.meetdandy.com/learning-center/ebooks/dental-industry-kpis/‍For a completely FREE 3Shape Trios 3 scanner & $250 in lab credit click here: https://www.meetdandy.com/affiliate/tdm !‍‍‍Guest: Paul EtchisonBusiness Name: Dental Practice HeroesCheck out Paul's Media:Website: https://dentalpracticeheroes.com/Dental Practice Heroes Podcast: https://podcasts.apple.com/us/podcast/the-dental-practice-heroes-podcast/id1315253777Dental Practice Hero: From Ordinary Practice to Extraordinary Experience: https://www.amazon.com/Dental-Practice-Hero-Extraordinary-Experience/dp/099978630X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1680206813&sr=1-1Dental Practice Hero II: How a 3 Day Work Week Can Give You the Life You Want: https://www.amazon.com/Dental-Practice-Hero-II-Sequel/dp/1736658972/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1680206741&sr=1-2Dental Business Mentor:  www.dentalbusinessmentor.com‍‍Other Mentions and Links:Dr. Etchison on Episode 300!Dr. Etchison on MMM [INTERNAL MARKETING] SMALL DETAILS THAT MAKE A BIG DIFFERENCE IN TEAM COMMUNICATION!Delta DentalKeurigMB2Goldman SachsDie With Zero - Bill PerkinsInvisalignThe Top 5 Regrets of the Dying - Bronnie WareThe Four - Scott Galloway‍‍Host: Michael Arias‍Website: The Dental Marketer Join my newsletter: https://thedentalmarketer.lpages.co/newsletter/‍Join this podcast's Facebook Group: The Dental Marketer Society‍‍My Key Takeaways:Try giving your team the autonomy to own tasks and you may be surprised at what they're capable of!Never be afraid of you or your team messing up. This is an important part of the process of growing!Seniority is NOT always the best indicator of competency in a role.The meaning behind the task is far more important that what you're doing to complete it.Don't criticize team members for dropping the ball. Work together to find a better way to do things!Try to not be afraid of "doing nothing," as this is essential for recharging your creativity.‍Please don't forget to share with us on Instagram when you are listening to the podcast AND if you are really wanting to show us love, then please leave a 5 star review on iTunes! [Click here to leave a review on iTunes]‍p.s. Some links are affiliate links, which means that if you choose to make a purchase, I will earn a commission. This commission comes at no additional cost to you. Please understand that we have experience with these products/ company, and I recommend them because they are helpful and useful, not because of the small commissions we make if you decide to buy something. Please do not spend any money unless you feel you need them or that they will help you with your goals.‍Episode Transcript (Auto-Generated - Please Excuse Errors)Michael: All right. It's time to talk with our featured guests returning guests, Paul Etchison. How's it going, man? Paul: Good. It's going good. Thanks for having me back. I really appreciate it. Michael: No, man. I appreciate it. You've been on the Monday Morning marketing episode, and we're gonna put a link to that in the show notes, but you were also on episode 300 Nelson Ridge Family Dental.Mm-hmm. You just sold right? Paul: Not that long ago. I, well, I sold, yeah, I, I sold to, uh, A D S O about two and a half years ago. So I'm still doing it. I'm still there. I'm still part of it, but my, my part of it is a little bit different now, I guess, than it was in the past, but it's, it's good. I'm, I'm excited for the future and, and I'm coming up on the end of my contract with them, but, um, no intentions on leaving, so I'll be there for long term, which my team is happy to hear.Can we Michael: talk about like, the of that? Like why, how much did you sell for and stuff like that, or no? Paul: Um, no, probably not. Okay. Okay. Then why did you sell? Why did I sell? Um, you know, for me it was coming outta covid. I just like, it was so good. Just not have the practice. I mean, and some people like missed going to work.I didn't miss it at all. I, I mean, I thought I was like really like laid back and I felt like my leads were running a lot of stuff. And then when we shut down for 11 weeks and the practice went away and all the stress went away, it was just like, I just, this weight lifted. And then I, I said when we come back, I'm doing things differently.I, I'm not letting this, I mean, it, it was just like this, realize how much it was in my life, how much it was like taking over like my psyche and just like always occupying my mind. And, and then we came back from Covid and, and we had all these massive other things to deal with, like regulations and, and we're still worried about the virus and stuff.But once things got back to business as usual, I said, Hey man, I'm doing something different. Started exploring the idea of. Man, do I, could I get, what kind of like money could I get for this practice? What does it make sure sense like financially long term to do this and then come, really come to grips with the fact that.Coming to Grip with that. It wasn't so final. Like if I loved being a dental practice owner and I sold it and it was horrible and I hated the corporation and I just wanted my baby back and I just wanted to own my practice again, I could go and I can open another one. You know? So like that was like coming four C full circle, saying like, this is not as final as I think.It's just, it's a new chapter in my life. It's a new part. It was like I did it right when I was 39. Right now I'm 41. And, um, I, I'm not sure what the next 10 years are gonna be about, but what's cool is that I feel like I'm finally doing stuff because I want to do it. And, and I know, like me saying that I wanna stay at the practice, I know I wanna stay there, whereas I.Three years ago. It's cuz I have to, I mean, I own so much of it. Um, I own just a small percent. I, I could tell I own 15% at this time. Um, I just don't know cuz I know they're always like doing new contracts. They don't like us sharing like, the details of what we sold and what we sold. But, but right now I own 15% at this point.And, um, it's something that I still enjoy doing. And some people would say we, 15%, is it really worth it for you to even show up? I can tell you that I, I had tried to take three, four weeks off because of a hernia surgery, and then I got covid and, and then I had a vacation mixed in there too. right before I got covid and having a whole month off of work.I mean, it's great to get caught up on Netflix. It's great to read a lot of books. At a certain point I was like, dude, this is like test out retirement and I don't like it. I want to go back to work. So this brings this whole different attitude when I'm at the practice. No. Now do I wanna be there five days a week, four days a week?No. I don't even wanna be there that I'm, like, I'm there like two, five and a half hour days a week. That's it. But that's, that's a comfortable level for me just to kind of stay involved, stay in it, uh, talk with my leads, run the practice. Um, see some patients and that's, that's, that's a good level for me. I don't want any more than that, but, a lot easier to step back once you've sold a lot of equity because it's just not as much risk.But way I'm living now. I could have lived it as a hundred percent owner than, you know, I didn't need to sell to do it. I just had to sell to realize it. Michael: what I was gonna ask you. Do you think it's possible for someone to be like, I only wanna do like two clinical days, three clinical days, and.Do whatever I want after other days. Right. Be with family and all that stuff. I mean, that's what I think a lot of people jump into ownership for not to be like, I wanna work forever and do all this. Yeah. It's more like I wanna have an imprint on the community, but at the same time I wanna work less, call my own hours.And it really doesn't always work out that way though. Paul: Well, I, I think you can and you, you need to have leaders at the practice that are running things for you. And I had a leadership team. Long before I sold, like I would say I had 'em like two and a half, three years before I established like an hygiene lead, an assistant lead.I had my office manager, an insurance lead, and essentially, like I said, man, before Covid I'd be like, they do everything. But then one co once Covid happened, I was like, dude, I still do a lot. So after I sold and there wasn't as much incentive to really push production and, grow the practice and even though we're still growing like crazy, then I stepped back and I said, Hey, You guys know how I wanna do things?Can you guys, like, just like when there's interpersonal stuff, can you deal with it with a new department and just come get me if you really, really need me. If, if something happens with the patient, can you guys just take care of it like I would And they're just like, I could totally do this. And then they did.And it was, it was just weird because I went through like this like three month period of. Wow, everything's running so great at the practice. Nobody's complaining. Nobody's saying like, is upset about anything. And then I, I asked my, my assistant lead who's actually, I put her, I turned under my clinical lead now cuz she's kind of like the manager for everyone on the clinical side.She's like, dude, like, man, it just feels so good. Like there's nothing going on. She's like, dude, there's tons of stuff going on. She's like, do you wanna know about 'em? She's like, you said you didn't wanna know. And I said, gosh, if you think I need to know about 'em, she's like, I don't think you do. They're under control.And it was just like this liberating feeling of why. Wow. Like the practice is always gonna have issues. Somebody always has to deal with them, but all of a sudden it didn't have to be me. And I just kinda stepped back and I just trusted them. And I, like I said, I could have did that at a hundred percent owner.It's a lot easier to do when you own 15% because the risk isn't there if the practice crash isn't burns, you know, um, doesn't hurt me that bad, but at the same time, like if I did it as a hundred percent owner and it really caused a lot of issues. Like, I would've found out about it. I would've pivoted, I would've addressed it.It was just, I just think I was too scared to relinquish that control of something that was a hundred percent mine. I was just, I couldn't let go and get out of the way. But once I did, man, that was the game changer. It was just getting out of the way and trusting my people who have been with me for a long time, who I trust, who, who have seen how I lead.And hopefully some of that has rubbed off on them and they do the right thing and. Dude, it's never run so well. I, I, I'm just I'm blown away by how well, uh, of a job they're doing. They're just doing so well. Hmm. Michael: I like that. When, when you said, Hey, man, only come and get me when you really needed me.What is that? Like? What, how do they know what is really needed? Right. Kind of thing. Yeah. Cause it's like you can be, I don't wanna bother Paul with that. I don't wanna bother Paul with that, but in your mind you're like, dang, I want to. That's embezzlement. I'm wanting to know that. Paul: Right. I think that would be, that would be one. Um, I'm trying to think of some recent situation. Like, okay, I'll give you an instance that was pretty recent is we had an assistant that was, uh, just a great person, great with the patients, uh, super cool to be around, but when they ran behind out on schedules, she would kind of lose it and just, just overwhelm and just certain behavioral things would come out in her that were just not appropriate.Um, just anger, you know, anger and frustration. Just couldn't hide it. And, um, my assistant lead, my, my clinical lead sat down with her and she had a conversation about it. Things got better for a little bit. She sat down and had another conversation about her, about it. What, like two, three weeks later when start, things started reverting back, and then she actually like wrote, documented this meeting like, this is what needs to change.This is your understanding that if this doesn't change, then it's, this might be a termination thing. And then when it got to me, it was like, Hey, I'm doing everything I can. this girl is just making my life just, every, I hear her name every two days I hear something about her that she did.Mm-hmm. She's like, I think we really need to start considering talking or letting her go. So then at that point, I had a conversation with her and things got better, like they usually do for about two, three weeks. And then, um, I had another conversation with her and it was, it was, it was hard because, She knew I was having her conversation with her, and she's like, Hey, I know what you're talking about. I know I need to change the stuff. I'm gonna get better. Like, da da, da. She's like, you know what, this person, this, this and this need to change. And I just had to cut her off. I'm like, Hey, I'm so sorry.Today's your last day. We just can't do it anymore. so that was, that was my involvement. I had to let her go. But I mean, other than that, it's like big stuff. Like right now we're dropping Delta. We just, we just sent her a letter to Delta to get out of that network. coming up with some kind of ideas with the front desk.Why is the front desk, why are people upset with who's doing what? How can we balance duties out? So it's all this interpersonal stuff. Like, like I walked up to the desk and, and somebody was rude to me and they responded rude. I don't deal with that no more. You know that they, they can handle that. They handled the scheduling, they handle the offs when people are taken off the duplication days.everything. They're the ones having the one-on-ones, they're the ones giving the raises. Um, I mean, with my permission obviously, and yeah, I'm just, it's just, I, it's high level stuff. Like my high level right now where I'm at, where there's no noise and I'm just saying, Hey, we're working on getting out a network.That's what we're doing. We're getting on networks. We're at capacity. We need to get our networks. What are we doing? How are we gonna organize the front desk to ride this experience? How are we gonna train these people on the verbiages that they have to use to be an auto network dentist? How are we gonna talk to patients about this?Let's organize what we're gonna put on a mailer. So I'm just doing like, stuff like that, but it is just so nice to get outta that noise of the interpersonal stuff, man. Cuz we got 43 employees and always something, and I just, sometimes I'm like, why can't people just be cool?Just be cool. Please. Just why can't you just be cool? And they're, it's just, it's not possible. You know, like there's always something going on. People are, um, everyone's got their emotional stuff and their own psychology, and people have expectations that don't get met by other people, and they're disappointed and, and people can be mean, you know?Yeah, no. So, so sometimes you gotta get involved in that. But, um, yeah, for the most part, I'm not part of that. I'm, I'm doing the high level stuff, which is, it's so much fun, man. I love it. So it's, it's, it's part of the practice that I really do enjoy. Do Michael: you ever review it like when it comes to your, your leads, like hey, we have a monthly review or a monthly, I don't know, meeting or whatever with just the leads and we're like, okay.And then that's when you can kind of say like, Hey, that was a red, or do you give them red flags? Like, this is when, when things should be brought up to me. Right. Anything below that? No. Kind Paul: of things like that. You know, I never had to really do that cuz I think they, there was a part of me that was really like kinda like, just take care of it.I don't wanna know about it. And there was a part of me that was this kinda like miserable boss where. They were almost scared to bring me stuff. So I think when it got to the point where I was like, Hey, just take care of it, they had a pretty good idea of what I didn't want to deal with and I don't, I don't know, ma, maybe I trained the people good.Maybe they're just wonderful people. It's really hard to say. I mean, they're definitely wonderful people, but, um, I haven't had to set too many expectations with, or what I want them to do. I mean, I told 'em what I want to do, but it's just been like little things here and there like. Correction. Like, Hey, I want you to take care of this.You know, I want you to, I, I, this is what I want to happen. I don't care how you do it. Just what do you think? Can you run with it? They're like, yeah, I'll run with it. And, and even like the people that aren't my leads, like my one, one of my assistants was like, I think we should get the coffee bar back.Cause we took it away during Covid. I'm like, yeah, okay, yeah, I'll get a Keurig, I'll find some like cabinet or something like this. And then it's like three weeks later she's like, Hey, where's the coffee bar? I'm like, dude, you know me. I, it's on my to-do list. I'm never gonna get to it. Do you wanna run with it?She's like, I'd love to. And then one day I just came in and there's a nice piece of furniture, fits the fridge right in it, it's all stocked. It's got the espresso machine. And I'm just like, dude, you killed it. This is awesome. Like, I would've never, I wouldn't have did this, I would've just stuck like a damn keigan, like a stool or something.like that, you know? And like, we're good. There you go, girls. You know? So it's, um, but I think we really sell ourselves short and we don't realize how much our team wants to do if you give them the autonomy to do stuff. And, and I would just beg any listeners to try to say, Hey man, like what if I just.What if I let somebody run with something and what, and what's the worst that can happen? You know, maybe you have an upset customer patient. it's not gonna crash your business. It would just, nothing that happens within one week, one month even that you do for 3, 4, 6 months is gonna crash your business.I mean, to, to crash your business so that it burns completely. You'd have to really screw things up for a long time. You know, you'll have time to pivot and, and adjust and, and sometimes they. can't really think of any really main situations that's happened, but I mean, they're gonna have situations where they kinda screw up and that's cool too.You know, I, I'm totally cool with that. I screwed things up. Um, I handle situations not as gracefully as I would in retrospect sometimes. A lot of times maybe. I think it's just part of that learning experience and growing into becoming a leader, but it's. Man, my leadership skills grew a whole lot when I stepped in a leadership position.So if we want to build up the leadership people, like our, our leadership team and build them up, we gotta get outta the way and let them step in that position. And they gotta get some bumps and bruises too. Yeah, Michael: no, yeah, you're right. I think it's kind of difficult, especially at the beginning stages when you're like fingers on the trigger on everything, right?Like, it's like, this is my baby. Like I need to watch everything. And you only have like one or two. So can I ask you if, if like somebody who had like, I don't know, three, four employees right now At the beginning, right? Yeah. Starting up. and they're like, man, Paul, I want you to train me like you done it and I want you to help me find leaders.Mm-hmm. So I can train them to be leaders just like you. Cuz I'm, I'm assuming like it's best to do that at the very beginning, right? Mm-hmm. Like, this is the set, this is who I wanna find. Who'd you Paul: do that? Well, I, I would say if anyone's that small, I don't think you really need the leaders yet. I think you can like, kind of get outta the way for some people in your team.I don't think it's established leaders yet. And the reason I say that is because all of my leads were never my longest employees. In, in that position. Like my assistant lead was not my longest assistant. my insurance lead was not the longest front desk person. Same thing with my front desk lead.They weren't my longest standing seniority person. So what we did is we got to a point, and this is what I would recommend to people, I probably could have did it earlier than I did it, but we got to a point, maybe like 12, 15 people where started changing policies and how we were doing things, and it just kept coming up where someone's like, I didn't know we were doing it that way.I do. We talked about at the meeting, oh, I didn't make the meeting. Or it was like, oh, I didn't hear that. I didn't realize, oh yeah, I forgot. You know, it's just like we started having all these communication breakdowns and then, and I was always big on I wanna meet one-on-one with every single team member and a certain point, man, it, that takes a long ass time.Mm-hmm. We got like 15 people that's why we established the leadership teams. And what we did is we had everybody do like a, you know, anonymous ballot. So we said, you know, nominate your top three people for front desk lead for assistant lead. And we did like the ranked ballot system. So if like you were the first choice, you got three points.If you were some second choice, you got two points just in case, like somebody was, not everybody's first choice, but they were most, most people's second choice, they would get picked over. And then I took 'em home and I counted 'em. And there was part of me that was like, if they don't pick the people, I pick, I'm just gonna lie about the results and say, this is who it was, because I wanted them to own it.But they actually did. I mean, it was like, it was like unanimous and. The team knows who the leaders are. So I would say you gotta get a little bit, I mean, you can't make a lead lead assistant if you've got two assistants, cuz you got, then you got the lead and the not lead. You know, I would think you gotta get like three, four people in each department before you do it.Now an office manager, I think that's a leadership position you could get right away. And that's somebody who you can trust and who can take care of the payroll stuff and could take care of stuff like knowing what people are making. yeah, that was something that I did pretty early and I would, I'd recommend doing that and.You know, like my office manager role, what she does now is very different than what she did like eight years ago. and I just had somebody ask me recently, like, did you have a job description for office manager? I'm like, no. Like, it just like over time you just keep dumping things like, Hey man, like can you take care of this thing for me every month?Yeah, I could do that. Cool. it just frees up you like, it frees it's a, it's delegation and, and you have to train 'em on it and, um, they'll do as much as you allow 'em to, you know, and I, I think you gotta give the. You gotta do the public blessing with the team. Like, Hey, this person was used to be your peer.Now they're, now they're, you know, they're stepping into a new leadership role. You know, we're all friends here and they're not above you, but they are gonna take over a lot of stuff for me, and I want you to treat them as you would treat me the same respect. but yeah, man, it, it, it's, there's so many people that want their office manager and they, they hire, hey, hiring office manager.And people say, Ooh, I got six years office manager experience. Dude, half these Office of Injuries don't know from shit. Like, they're like, I don't mean swear. nobody's put 'em in a position to really lead and just kind of run with things and, and be a self-starter.just because you know everything about insurance and you can present treatment plans doesn't make you an office manager. So, I would urge anyone who wants to do this to, to really just say, Hey, this is what I want. This kind of, I want you to be this for the office. I want you to be able to handle disagreements between people.When an upset patient calls, I want you to take care of it and just, just make it right without asking me for permission. Like, you don't need my permission. And just go with that. And as time goes, it will evolve that that role will evolve. But man, you're gonna get some really valuable people, people on your team, and they're gonna be valuable.People that won't wanna lead because they love their jobs, they love that autonomy, they love the role they're in. Um, we just gotta, we gotta allow them to have it. Michael: Okay. What policies did you start changing when you started, like miscommunication Paul: and things like that? Oh, I don't remember what it was. It might have been, I, I think the big one was with ortho, is that we just, so we didn't forget to send the stuff out.We started putting the models in a bin on my desk so that I could pull the models out, write up the diagnosis, and pull the stuff up so that I didn't forget that they didn't, it was like a backstop to say, Hey, like if the stuff doesn't go out, Here's, here's our, second parachute.And I think, I think it was something like that. But I mean, just things like, just random stuff like this is our procedures cuz we've always been really big on procedures. I don't have to double check it that everybody has done their part. Mm-hmm. I want to create ways that they just get done.And I can be assured that the previous part was done. Cuz there's so much in the dental office where we're so dependent on the previous step being done correctly. Like, I mean, dude, if the, if the insurance gets verified incorrectly, Then the treatment plan's incorrect, then the payment's incorrect. Then you, you gotta take an E o B and you gotta collect it and you now you gotta balance.Now that's incorrect. Now the patient's pissed cuz you're incorrect. And it all this stuff just trickles down just because that insurance wasn't put incorrectly, you know? Mm-hmm. So, and there's so much like that in a dental office. So we've always been big on creating like things like that and trying to create these secondary, we call 'em backstops, just in case it falls through the cracks, we'll catch it.And sometimes we don't, you know, but that's always a, a product of we dropped the ball. Okay guys, we dropped the ball. What happened? Talk to me about it. Let's not make anyone feel guilty. Let's not criticize each other. Let's just collaborate as a team and come up with a solution so that we can not do this again.I have coaching clients that are always like, dude, like, I can't believe you have problems like this in your practice. Dude, my practice is just like, Everybody else's, it's never gonna be without problems. I don't care how tight your systems are, we are humans and humans make mistakes.Mm-hmm. And we forget things and we have emotions and, and those emotions affect our decisions and our behaviors. And it's a complex world and yeah. There's always gonna be a drop in the ball in somewhere, you know? It just happens. Michael: Yeah. How many days were you practicing before you Paul: sold? So before I sold, I was at three days a week.So I was doing three days a week. it should have been two days a week. And the one day was like my, like, Hey, let's lead, let's talk with my teams. let's train people day. But what was started happening was I was always getting booked on that day. The front desk would book me. Mm-hmm. Because they knew I was gonna be there.Like, Hey, do you mind like just seeing this one patient, you're gonna be here. Right. I just take like 10 minutes. I mean, it, it is, I love, love when the team's like, dude, just, just come do this with me and just take like five minutes. I'm like, dude, got. 20 people that wanna do something with me for five minutes.and you probably get it, you get people call, Hey, can I pick your brain for 10 minutes? It's never 10 minutes, you know, it's always like an hour. So it's like, so, um, I forgot what you, where was he going with this? What did you ask me? My, how many, how you practicing? You said three days?Yeah. Yeah. Okay. And I had that one day that it was still like, they would just book me. So they put one patient in there and then they'd see us was seeing a patient, so they put another one. So eventually I just stopped coming in on Monday. I said, Hey, I'm done on Mondays. I'm not doing it. so then it was just two full days a week, which eventually we got to two half days a week.And I think now I'm. More like one and a half days a week. I take off like two or three weeks every month. But I, I'm not really practicing that much. I mean, last year we, we would say a really highly productive dentist, like, man, if you could produce a million with your own hands, I think last year I did like 360,000.It wasn't a lot, but that's all I wanna do. So that's cool with me. And now that I'm like partly paid as an associate with the dsl, Some of my paychecks for every two weeks are pretty laughable. it's like, oh, well you are two weeks and you made a hundred bucks.All right, cool. You know, it's like, cuz, but I'm cool with that cuz I'll take time off and, and I'm not, I'm not a producer anymore. I'm much more valuable to the practice as a leader and a trainer and just, um, reaping the benefits of ownership. Even though I still own, I don't own a hundred percent. I'm still reaping a lot of benefits from owning this large practice.Michael: Yeah. Okay man. So you were practicing three days. Before, now you're at two days a week, right? Like about two, two half days, five hour days. Two, two and a half days. Yeah. why did you sell them? Paul: you know, as you're looking at the dollars, you, there was always this fear of delta for so many, I mean, I have Delta's, 35% of my practice.There was always this fear that my whole business model could change by the stroke of a pen. You know, we were, I 85% p p o, 15% cash. Um, 35% Delta Premier p o. And it was just like looking at the numbers, there's this consolidation happening in the industry. It's like, things are hot. It's like we're the, we're like where the housing market was like last summer, you know, it's like, This is the time to sell if I can sell. So it was just looking at numbers, looking at what I have saved up, looking at what, and I've always been doing like real estate investing, so I've got some passive income on the side coming from there. Oh. And just being like, can I. Float with this? Yeah. I mean, could it be really lucrative?Yeah. I mean, it's been better than ever thought it could be. I mean, one of the great things I know I'm not doing a plug for, for MB two by any means, but one of the great things is they let us to, they let us invest in the company. And that's worked out really, really well. So I've actually made way more by selling than I would've keeping the ownership, if you can believe it.Now is, is, are those returns gonna be here five, 10 years from now? I don't know. This is half because private equity really likes dentistry right now. but I can say there's a lot of ill feelings towards corporate, um, with my corporation. I don't feel that, I don't think any of the members do. And I will tell you, I didn't lose a single team member during the transition.And for all intents and purposes, my team doesn't even know they exist. You know, it's, it's, it's still my practice and I think that's kind of what they're not saying. There's not some crappy ones out there that we should stay away from, but, I'm really happy with the decision that I made with mine.Michael: Yeah. I've been hearing a lot about MB two actually. Like where they, so what, what do they do? Are they just A D S O? Paul: Yeah. I mean, they call themselves A D P O, which is just, I think, just a way to brand themselves different from the D S O nastiness, uh, D P O P standing for partnership. And, um, you know, they just handle some stuff on the backend.They, they handle my insurance collections and that stuff like that. They do the credentialing, they do the hr, they do, um, my marketing. Um, they do pretty much anything I ask them for that they can help me admin, backend wise, talking to the companies and, and getting in increases in the fee schedule, stuff like that.But I mean, for, for the most part, I mean, I have a regional manager, her name's that she's great. And she's just like, gosh, I, I just hadn't been in practice forever. I feel like you never want me to come there. Like, I wanna do something for you. Like, what can I do? And I'm like, mm-hmm. We're good. We're totally good.So they're cool with, like, they trust their partners to run the practices the way they, they want to, cuz they're very selective with who they partner with too. Mm-hmm. Um, and they just let us do what we want. You know, I'm, I'm still running it, it still feels like it's a hundred percent my practice. I, I make all the decisions.If I need help, I reach out. If I don't want help, I don't. And for me, my practice was running pretty well. It was pretty systematized already. Last thing I wanted was a corporation to come in here and tell me, tell us how to do things. My team would've hated me. So, um, I, I found the group that would allow me to continue my autonomy and running the practice the way that I want to and taking care of patients the way I want to.So, I mean, they're there for help, but I mean, for the most part it's, we've just banded together and we get the benefits of being a group. And we get the support that by no means are they the group that if you're like, dude, I can't do this anymore. I just want someone to come in and take over my practice and run it.That's not the group. You know, there's, there's other groups that'll do that. And I think, I think that sounds really good, but you're probably gonna be miserable. You sign up with a group like that, you're not gonna about Michael: that. Yeah. So then you mainly kind of did it for, I mean, how long were you running this on your own Nelson?Paul: Um, right about eight years. Eight years. Michael: Eight years, okay. Do you feel like it was, at one point you were kind of like, I don't want the weight of the world right now on me as of for right now, at least maybe later on, but right now I don't kind of thing. Is that what it Paul: was? It was, yeah. Absolutely, man.It was, it was just a heavy weight. That's the best way I could describe it. It was just always freaking there. And, and there was, and, and I've also done like life coaching and I've, I've always been a big fan of therapy and I've always been working with a therapist on and off for my, my whole maybe the past 15 years of my life.And, um, it was just heavy man and it was just always there. And it was spilling over into other relationships where I was just kind of just grumpy, man. I was just overwhelmed and pissed off. And, It just seemed like my whole entire, as this practice grew from, you know, just me and three other girls to like this 45 person team and other doctors and specialists and stuff, and I just felt like this house of car is just gonna tip.Any moment what is gonna be the, what's gonna be the Goldman Sachs of this practice, you know, like, what is, what's gonna happen? And, um, I felt like that the whole time that I was the a hundred percent owner that it was. And so it's me. It's my thought process, it's my mindset. it's my makeup of my just general relationship with anxiety and how I look at things.But that can make me a very good leader and a very good business owner because I'm striving to try to get something that's gonna make me feel better. But at the same time, it's also like a curse because I never get to really feel comfortable about it. Mm-hmm. So for me, it was I just wanted that comfort.I wanted to feel comfort. And it took, you know, some like, things happened in my life, like read a certain book, like some like aha moments. Um, one of the books was like, die was Zero. I'm not sure if you read with that, but it kind of talked about how we like build this big nest egg so that we can just retire when it's like, dude, we don't know how much time we have.And if you take any money to the grave with you, essentially worked for that for free. That was free work you did, cuz you never got to enjoy the fruits of that labor. So why the hell try to save everything and start trying to enjoy life now? Man, I can go hiking, I can climb mountains, I can do all this stuff.I might not be able to do that when I'm 50. I can play golf, like I can play golf five days a week if I want right now. And um, Monday my back might not allow me to do that. So why am I waiting until like, to build this big thing before I can retire? So I've kind of entered into this almost like mini retirement phase where, I would say like, it's not retirement, but it's, it's, it is freedom.You know? Mm-hmm. It would be like the fire principles, I suppose. so it's like, dude, like that's totally cool. Like, you crazy. You're 39 years old. What the heck are you doing? Like, are you gonna do for the rest of your life? I'm like, I don't know. I'd love to be a fireman.Apparently I'm too old for that. I guess you gotta be like 30 or something. I don't know. I'd like to go do something different, you know? And, uh, I don't know what that's gonna be. And you know what, if it's really dentistry and I just really love it and I wanna own a hundred percent practice, I go do it again.I'll do it faster, I'll do it better. And um, yeah, I'll do it better than I did it last time. You know, I, I'm comfortable with that, that, I can do that. And then as a fail safe, I can always go back to just for doing dentistry five days a week as an associate. If I like, I mean, I can do whatever. How can I want?so, but, but I've got that comfort now and, and I was always seeking that, which is I think is part of the motivation behind me reaching all these success points. Cuz I was trying to find something, man, once I get that, it's gonna feel good, it's gonna feel different. It never did. I had everything I needed the whole time.It just had to get to the end to kind of realize that. Yeah. Michael: Do you think maybe you kind of, like you were thinking you were reaching something, but really you were kind of running away from something? Hmm. You know what I mean? Like maybe something in the past where you're like, I, I never want to feel that feeling again.I never wanna get to that situation again. And you just kept running and running and running. Maybe Paul: I, I think for me, I was running away from just a general sense of anxiety and for me to stay busy at work, felt good. You know, and, and people like, I like to say, man, I grinded these years, man. I grinded so hard.It wasn't a grind. I mean, it was hard, but it was like, I was drawn to it. I liked doing it. I didn't like sitting, I hate sitting. to the detriment of my family, it was hard just to sit and just be, it was always like, man, I should get some more stuff done. What do I got to do? Like, what do I gotta do this week?I should get it done so I, so I can relax. And then what would happen is I would get all the stuff done and I wouldn't relax. I'd be thinking about, man, what else can I do? And, um, Just got myself really overbooked with, I mean, with the podcast, with the writing and, uh, the practice and the real estate and, and doing like separate, like just teaching videos, coaching, consulting and stuff.I mean, I was just overbooked it was like I just wasn't comfortable sitting and through therapy through my life coach. My life coach really made a really big difference. And she even said like, I took my coaching clients. I cut 'em down from 15 to five. And she said, what do you think about making a commitment for the next six months that you won't take on any projects?I said, sure, let's, let's do it. So we committed to it, but damn, it was hard. cuz I started having all this time that I wasn't used to. I'm like, what do I do with this time? I'm like, I should start another project. Maybe I'll write another book. Maybe I'll do this. And I'm like, no, no more projects until six months from now.And through that process, it's almost like I discovered this part of myself that I was kind of. Not comfortable with was just doing nothing. Just watching tv, just like sitting, putting my daughter to bed and, and laying in bed with her for like 45 minutes to an hour and just talking to her about her day.Whereas I would be like, okay, I gotta get these kids to bed. I got stuff to do. committing to a one, one or two date nights with my wife every week, like, as like a priority. Like, it's not like we can, if we can find time and, and not to say that my relationships with my family was bad before, but.Man, it, it's night and day to how it is now, but I had to, it was uncomfortable at first to sit and just be idle because it felt, that's what it felt like to me. It felt like idleness and I didn't like that. But then I had to start realizing then, and then you, connect and you're like, man, I really like this.This is okay. Like I don't have to be running and. in rat racing my whole entire life, what the hell is it worth? And just looking at what are we doing this for? Like this, these deep like spiritual, like conscious, like, the spirituality of like, what are we here for? What are, what are, what is our purpose?What are we here to do? And so it was just everything kind of happened in a succession and I think it happened for a reason. I wish I could have skipped a lot of parts of it. But I don't think I would've came out to where I'm at if I did skip those parts. So it's like if I could change things, I would've done 'em differently, but I wouldn't know what I know if I hadn't done things the way I did 'em.Michael: Mm-hmm. Yeah, man, that's true. Like, I remember I used to feel bad all the time about like relaxing, you know what I mean? Yeah. And then you go on social media and people are like, I'm hustling, I'm grinding, and all these things. Yeah. And I, I feel like whenever you're, not doing nothing, like when you're doing nothing kind of thing, That's when a lot of creativity can spark.But we live in a day and age where we call that boredom. Yeah. And so we're like, oh, he's just bored. But we gotta be good with that. We gotta be good with feeling like we're not doing nothing for, you know what I mean? Like being in the moment kind of thing. Absolutely. Um, or else for ne we not, you can tell the world's not creative as much as it used to be.Right. We're just like regurgitating stuff from the past and the past and the past and cuz we can't. We feel guilty for relaxing, I guess, Paul: huh? Well, I'll, I'll tell you something I do, and this is gonna sound like some like major, like old man stuff for people, but like, I got this recliner in my bedroom and, and people always come in my bedroom and they say, why is this recliner not based on the tv?Because you can't see, you can't see the TV from the recliner. And it, it, it was like originally bought as like, I wanna read in this chair. But you know, a lot of times, like, dude, I just sit in that chair and it's right by a window. Open the window, listen to birds. And I just sit, man. And sometimes I fall asleep and sometimes I don't.And it's just nice just to, it's relaxing, but it's, it's not me relaxing watching something being distracted. It's me just sitting with my thoughts, just focusing on my breath, and just chilling out. And for me before that would be like, dude, Do something. Look at all this time, you're wasting doing nothing.That's not a waste of time. That is for me. And that's what recharges me and makes me feel good. And I, I never realized it before. Mm-hmm. Michael: I like that man. So then when did the second book come out? Like was that out of, uh, Paul: After six months or so, you, you'll, you'll, this is all tied together now, where this book came from.This, I wrote this during Covid. So this was me being home with nothing to do 24 hours a day and being like, I got all this time. Let's write another book. And you know what, what I realized my first book was kind of where I was at the time that I wrote it. And, and the books are, they're always written about two years before they come out.So, the first book was about running an amazing practice. This book was about how I stepped out of the chair. And what I noticed in my income as well, the growth, growth of the practice, when I started just like leading and training and like realizing that I'm more valuable as a trainer than I am as a producer.Cuz there was a certain point where I looked at my practice and I said, okay, like if I treat myself as an associate and I pay myself 30% of my production, how much did I take home last year? That was because I got paid 30% of my production and it was like 15%. So the other 85% of my take home income was because I was an owner.But then I was spending 90% of my time doing production activities and maybe 10% doing ownership a activities. So as much as my patients love me and they wanna see me, and the Hi Jess, love working with me and everyone wants to work with Dr. Etch, I was way more valuable spreading my uh, Training and, and what I knew and helping other people grow at the practice I was monetarily and for, for them too, like, I mean, just being present and working with people.Um, I was more valuable doing that. It was much more, uh, financially rewarding and it was me producing dentistry. And that kind of made me realize, man, I'm just, I just stopped doing fillings, eventually stopped doing crowns. stop doing endo and, and now all I do is I do banded bracket on kids in Invisalign.You know, that's pretty much my whole five and a half hour day. And then my other five hour day is just me doing like veneers and placing an implant or two. But, I think next year I only have maybe eight of those days that I booked for 2024. And so it's, I'm sorry, 2023. I think I only have eight of those days that I'm doing that.And the team might wrote me into doing some more, but I kind of don't want to, I just wanna, I love doing ortho. Yeah. I's, uh, the other part's starting to wear on me? ortho is predictable and everything else in dentistry to me is it's, it's unpredictable. I mean, to some extent, and I just think I don't like that level of predictability or of unpredictability.I don't have that level of unpredictability with my team, you know, with my team. So it's doing what I enjoy doing, and it's what the practice needs. Every practice needs a person. I mean, if you could focus full time on running your practice, Man, what would your practice do? So that, that's the purpose of the book, is like, how do we get ourselves outta the chair?And for me it's a lot of leadership principles such as like you owning everything like your locus of control, I call it. Um, balancing your, your regular workload with what I call celebratory work with. Just like this is the stuff, this is the investments in time, this is you training someone else to do something.This is your delegation. just making sure that you've got a compass that's, that's guiding you, that every decision, little decision you make is taking you there. there's a lot of mindset stuff that I think is more important than the actual mechanics. The second half of the book talks about the mechanics and what I think are the best systems, the best things for treatment plan, presentation, what things we can train our team on to make our practices better. But I think ultimately that beginning part of the book, that first half is what's really important. That's the leadership. That's communication. How do we deal with team? What kind of attitude do we approach?Conflict? What kind of attitude do we approach growth and, and collaboration? And, and that's kind of all in there because I think that's something I've learned. Maybe I had an inclination. I was kind of lucky that this came easy to me. But, um, That's what I think has made the biggest difference in my practice.It's not the what, it's the how we've done it and, and, and the meaning behind it rather than the actual, this is what we did. If that makes sense. Michael: Yeah, yeah. No, no, no, no, no. Uh uh, uh, instructions are always better, right? Like, give me the meat and potatoes of everything. Not so much like the, nobody wants to fluff, right?Mm-hmm. Uh, of anything. But, um, I think that's really interesting when it comes to the marketing side of your practice. Mm-hmm. And, um, Your systems? How did that come along? Paul: For marketing specifically, you mean? Yeah. Yeah. So for marketing, we used to try a lot of modalities. We would try like, I mean we tried like the ads, the sponsorships and stuff like that, and we still do some team sponsorships, but I would say we don't do mailers anymore.It's kind of just come into what I think is the most important is just seo your digital image, like your DI digital reputation. And making sure that when people are searching you, that uh, you show up and that you have a nice website and, uh, some nice media and pictures and, and videos on there to back it up.And then it's like, I mean, marketing, we're trying to generate a phone call. We've gotta follow through by having nice patient experience on that end. I don't think the majority of our patients come from either the internet or existing patients. Typically right now are seeing about 180 new patients a month.We've seen when we came six months after Covid, when we had a ton of availability, we saw like 230, which was a huge indicator to me that, man, we could really blow these doors open if we could find some more hygienists. But, yeah, I haven't cracked that. Not yet. I haven't figured that one out yet. I don't know where they all went.They all went, moved some island or something. Yeah. And uh, I think the biggest thing is, is for us is digital. I mean, we pay per click, um, just Facebook stuff and, you know, and I, I tell my coaching clients all the time, You'd be blown away how many new patients you could see if one, you stayed open late or two when you saw a new patient.You tried to get the rest of the family to book if when they came in there for visit. And I can't tell you how many coaching classes don't do that. They're just like, man, like we just started getting so many new patients. Cuz we just started asking. And it's not like you're asking like, Hey, you got anybody looking?You know anyone looking for a good dentistry? It's not doing that. It's saying, Hey, is there anyone else in your family you wanna make an appointment for? And then they'll say, oh, my husband, he's, he's busy. I'll have him call. Well, why don't we just make an appointment and he can call if it, when it gets closer, he'll get some reminder texts if he needs to change it.Okay. You know, you just get him on the schedule and not be pushy. I mean, but, um, doesn't cost a sign. Yeah. I mean that's just, that's just normal. That's just having a checkout protocol that your team follows and you just hold them accountable to it. Yeah, you're right. That's Michael: not being pushy. It's just like, it's being easy.Like, hey, let's just get 'em on that, you know what I mean? Like, put him on there. Right now it's no, no, no issue. You know what I m