Podcasts about Skipping

Skipping the warm-up. New Linchpin Monthly Tests Why do Bulgarian Split Squats wreck me? What do people ask me to add or remove from programming? Humidity, sweat & nastiness. The VNR Back Squat Capacity program. Sandbags are fun. What Supplements do I take?

Skipping the warm-up. New Linchpin Monthly Tests Why do Bulgarian Split Squats wreck me? What do people ask me to add or remove from programming? Humidity, sweat & nastiness. The VNR Back Squat Capacity program. Sandbags are fun. What Supplements do I take?

Bwaaaaah…. I missed the final 2 Faces of the Feminine! They’re Medicine Woman & Mother, which makes the 6 Faces of the Feminine…. Mother, Lover, Warrior, Medicine Woman, Dark Goddess & Mystic. Sabrina The “Line in the Sand” Has Been Drawn. Are You Ready? We are officially entering the “Setup Phase” for the most auspicious alignment of the year. If you've been feeling an inexplicable exhaustion, a “hanging on by a thread” sensation, or a deep soul-weariness—this is your antidote. In this transmission, Sabrina Lynn reveals the three-part shamanic arc of June 15th–21st. We are moving from the chaotic “Gemini Mind” into the deep, rooted power of the Body Temple as Chiron makes its fated move into Taurus. This isn’t just another weekly update; it's a sacred rights of passage into your Feminine Sovereignty. What you need to know for this Solstice Crossing: ✦ The Reinvigoration Portal: How to tap into the “Inexhaustible Life Force” during the Venus transits (Monday-Wednesday). ✦ Chiron in Taurus: A major shamanic shift that will define your safety and security until 2033. ✦ The Solstice Crossing: Why June 21st is a literal “Line in the Sand” for leaving the old chapter behind. ✦ The July “Cauldron of Magic”: Why this week’s “Temple Preparation” is critical for receiving the “Jupiter on Crack” miracles coming next month. The world is changing, and the “Old Ways” of doing are crumbling. It's time to stop fighting and start embodying. Feminine Embodiment Resources: Bones Membership ($59): Your go-to for coming out of anxiety and softening into receptivity. The June workshop: A Return to Magic is the perfect practice for the “setup phase” for July. → Instant Access  Body Wisdom Activation ($47): A foundational practice to open your chakras and allow life force to flow—essential for Monday's Uranus transit. →  Lifetime Access Mary Magdalene Journey ($197): A sacred initiation into the higher heart. Open the dormant gifts of your past and align with the frequency of Divine Love that the world is starving for right now. Open until June 21st → Details here The Lover Bundle (Get 3 for the price of 2): Includes deep-dives into the Venus, Mary Magdalene, and Lalita archetypes to help you embody the “Lover” and “Mystic” faces of the feminine. Open until June 21st → Details here Persephone Retreat: A seven-part initiation to help you move from “adolescent” to “Queen” energy, aligning with the Venus-Pluto opposition. Open until June 21st → Details here Listen to “Something Is Coming in July… This Week Prepares You For It “ podcast here… Topics Explored in “Something Is Coming in July… This Week Prepares You For It” podcast: (Times based off audio version) Transmission Chapters (00:00) – The Line in the Sand: June 15th-21st (01:38) – Phase 2: Chiron's Shamanic Shift into Taurus (02:57) – The Nodes of Fate & Soul Fulfillment (04:30) – Why We're Skipping the Charts Today (Audience Request!) (05:25) – Monday-Wednesday: The Venusian Gifting Period (07:52) – The Feminine Art of Receiving & Environment (09:50) – Overcoming Anxiety & The “Bones” Medicine (12:03) – Magnetizing vs. Repelling: Your State of Being (14:50) – Monday: Inexhaustible Life Force (Venus & Uranus) (18:03) – Tuesday: The Feminine Mystic & Mary Magdalene (24:44) – Wednesday: Becoming the Queen (Venus Opposing Pluto) (30:11) – Friday: Chiron into Taurus & The Wound of Embodiment (37:54) – Safety, Security & Material Objects as Shamanic Tools (40:33) – Friday: Kali Conjunct Mars – Slaying the Ego (43:05) – Saturday: Sedna & The Deepest Depths of Self (45:36) – The Solstice: Your Ritual of Crossing (48:17) – Looking Ahead: The July “Cauldron of Magic” You can leave a comment or question for Sabrina on the YouTube version of this episode. Listen to after “Something Is Coming in July… This Week Prepares You For It”: A Higher Timeline Is Opening… What You Choose This Week Matters (June 8–14) June Is Changing the Rules: The Return of Magic 10 Feminine Truths I Wish I Knew Sooner STAY CONNECTED ReWilding Weekly (free, embodied astrology)  IG  Website  Disclaimer: Educational/spiritual perspectives; not medical/mental-health advice. #2025Shift #NewHuman #SpiritualAwakening Welcome to ReWilding with Sabrina Lynn & ReWilding for Women! A gifted facilitator of revolutionary inner work and the world's leading archetypal embodiment expert, Sabrina Lynn is the creator of the groundbreaking ReWilding Way and founder of ReWilding For Women. Sabrina has led more than 100,000 people through programs based on the ReWilding Way, a modality of healing and awakening that strips away the false, the deep wounds from early life, and the fears that hold people back, to reveal their true and unique soul light and help them build their innate capacity to shine it in the world. Her work includes in-person retreats and events, the monthly ReWilding Membership, Living Close to the Bone, Priest/ess Trainings, Mystery Schools, the ReWilding with the Archetypes, and the wildly popular 6 Faces of the Feminine workshop series. Welcome to ReWilding! The post 386 – Something Is Coming in July… This Week Prepares You For It appeared first on Rewilding for Women.

Reconciliation isn't the same thing as forgiveness. We've probably been confusing the two for too long, and it's had real consequences for real people. In this episode, let's look honestly at what genuine repair actually requires, who's responsible for what, and why it's worth the hard work of getting it right.    LINKS: Book of Forgiving  |  Connect  |  YouTube  |  Coming Up TRANSCRIPT: Ian calls kids up and shares puppets (all the animal characters from Wally and Freya) Setup: We've been talking about Wally and Freya for a few weeks now. But there were other animals in this story— a whole community. And when something happens between two people, the whole community has to figure out how to respond. I need some helpers. Each of you gets a character. Facilitate a short, lively role play — you narrate, kids voice their characters: Wally did something that hurt Freya. Now everybody has to decide what to do.Name each option clearly as kids play them out: Get even — someone decides to do something mean back to Wally. Throw a tantrum — someone just explodes with feelings. Ask for help — someone goes to a trusted adult. Forgive — someone decides to let it go and move forward. Choose the relationship — someone decides whether they even want to keep being Wally's friend. Wally & Freya book Here's what I want you to notice: in any situation where someone gets hurt, everybody has choices. Not just one choice, but a whole menu of them. Some of those choices help. Some of them make things worse. And some of them are really, really hard. The hardest one (and the most interesting one) is what we're talking about today. The word you are going to hear me use is called “reconciliation,” and it means making a relationship better. It's not the same thing as forgiveness. They're related, but they're different. Here's the difference: Forgiveness is something YOU do, inside yourself. Reconciliation is something that happens BETWEEN PEOPLE. It takes both people showing up. Painting rocks… what are words we could use? The Distinction We Were Not Taught We have spent this whole series untangling forgiveness from the myths we inherited about it. Today we untangle one more, and it might be the most practically important one. Forgiveness and reconciliation are not the same thing. We use them interchangeably. We shouldn't. Collapsing them into one action creates real damage: It pressures the wounded person to restore a relationship before they feel safe. It lets the person who caused harm off the hook for the actual work of repair. It produces what we might call false reconciliation, a surface-level "we're fine" that buries the wound rather than healing it. The Tutus: "The preference is always to renew unless there is a question of safety." But — and this is important — reconciliation is the fourth step of the Fourfold Path, not the first. You cannot skip to it. And sometimes, honestly, you never get there. To be clear: not reaching reconciliation is not s sign of failure either. That's reality. Lessons from the TRC In 1995, Nelson Mandela appointed Archbishop Desmond Tutu to chair South Africa's Truth and Reconciliation Commission… a body tasked with the nearly impossible: helping a nation begin to heal from decades of apartheid-era atrocity. The TRC was empowered to grant amnesty to perpetrators who confessed their crimes truthfully and completely to the commission. Not automatically. Not cheaply. Truth first. Tutu's final remarks after submitting the report were: "We have looked the beast in the eye. Our past will no longer keep us hostage." Notice what the commission was called. Not the Reconciliation Commission. The Truth and Reconciliation Commission. Truth comes first. Always. What Archbishop Desmond Tutu and the TRC understood, and what we so often get backwards, is that healing actually does have an order. You cannot reconcile what you have not first actually named. You cannot repair what no one has acknowledged was broken. Skipping truth in the name of peace doesn't produce peace. It produces a ceasefire. Those are different things. The TRC also knew its limits. The commission's final report recommended prosecution in cases where amnesty was not sought or was denied. Reconciliation and accountability were held together, not traded against each other. That's the model. The Asymmetry of Reconciliation Here's something the Tutus make explicit that almost nobody else does: the person who was hurt and the person who caused harm have fundamentally different work to do in reconciliation. The path is not the same for both. For the person who was hurt: Your work is the Fourfold Path: telling the story, naming the hurt, granting forgiveness, and then deciding whether to renew or release the relationship. You do not owe anyone reconciliation. Forgiveness is yours to give on your own timeline. Reconciliation requires the other person to show up. The Tutus: "Ask for what you need from the perpetrator in order to renew or release the relationship." That's your right. An apology. An explanation. A changed behavior. To never see them again. All of these are legitimate. For the person who caused harm— the Tutus' framework from Chapter 8 is equally clear: ADMIT the wrong. Witness the ANGUISH Don't argue, don't cross-examine, don't justify. Just listen to what your actions cost the other person… APOLOGIZE genuinely… When you apologize, you are restoring the dignity that you have violated, and acknowledging that the offense has happened. ASK for forgiveness… and honor whatever answer you receive. Make AMENDS or restitution wherever possible. This asymmetry matters because we almost never name it. We treat reconciliation as if both parties are equally responsible for making it happen. But if someone caused harm and hasn't done their work— hasn't admitted it, hasn't witnessed the anguish, hasn't asked for forgiveness— placing the burden of reconciliation equally on the wounded person is just another form of harm. What Gets in teh Way Why is our culture so bad at this? A few honest reasons: Cheap accountability. "I said sorry, what more do you want?" An apology that doesn't include witnessing the other person's pain, or making any effort toward repair, isn't accountability. It's a bid to end the discomfort of being the one who caused harm. Forced and premature reconciliation. Especially in families, churches, and workplaces (read: systems with power dynamics!) pressure to reconcile before the wounded person is ready, or before the person who caused harm has done their work, is coercion masked as grace. No shared vocabulary or ritual. This is a distinctly American problem. We have almost no cultural practices around genuine repair. We have legal settlements. We have awkward apologies. We don't have a process. The Tutus give us one. Most of us were never taught it. The fear that accountability and restoration can't coexist. They can. The TRC proved it — imperfectly, controversially, but really. Truth and healing are not enemies. They need each other. Sometimes, Reconciliation isn't Possible or Appropriate. Some people may be carrying experiences of abuse, violence, or sustained harm Some relationships should not be restored. The Tutus themselves say the preference is always to renew… unless there is a question of safety. Safety is not a small caveat. It is the first question. Releasing a relationship— choosing not to restore it— is not a failure of forgiveness. It is sometimes the most brave thing a person can do. You can forgive someone and never speak to them again… it's totally not a contradiction. Reconciliation requires two willing, honest, accountable people. If only one person is doing the work, what you have is not reconciliation. It's one person carrying everything alone… again. The Reconciliation Map Here's a practice to take into this week... Think of a relationship in your life where there has been harm… either harm done to you, or harm you caused. Ask yourself honestly: Where are we actually in this process? Has the story been told — honestly, out loud, to someone? Has the hurt been named — the feelings underneath the facts? Has forgiveness been granted — or is it still in process? Has there been any movement toward renewing or releasing the relationship? You don't have to be further along than you are. This isn't a checklist for shame. It's just a snapshot, and an honest look at where you actually stand, so you can take the next step that's actually yours to take. Wrap-up Next week is our last week together in this series. We're going to flip the question one final time and ask: what does it mean to be forgivable? What's my role in the harm I've caused — and what does it look like to become someone who can be forgiven? This is hard, slow, important work. You're doing it!

If you've been trying to lose weight for months—or maybe even years—your first instinct is probably this: "I need to eat less." Less calories. Less carbs. Less treats. Less food overall. After all, that's what we've been told, right? If weight loss is the goal, then eating less must be the answer. And while it's true that a calorie deficit is necessary for fat loss, many women have taken that message to an unhealthy extreme. They're constantly dieting. Skipping meals. Trying to survive on the lowest calories possible. Starting over every Monday with a brand-new plan and a fresh wave of motivation. Yet somehow, despite all that effort, the scale barely moves. Or maybe it drops for a little while, only to come right back. And then the frustration sets in. Because you're doing everything you think you're supposed to do, but by the end of the week you're exhausted, hungry, craving everything in sight, and the weekends completely unravel all the progress you tried so hard to make. So today, we're talking about a truth that many women desperately need to hear: Sometimes the reason you're struggling to lose fat isn't because you're eating too much. It's because you've been eating too little for too long. Now, that doesn't mean calories don't matter. And it certainly isn't permission to eat whatever you want whenever you want. But it is permission to stop believing that less is always better. Because sustainable fat loss requires more than simply eating as little as possible. Your body needs nourishment. It needs consistency. It needs enough fuel to support your metabolism, your energy, your workouts, and your overall health. When you're constantly underfed, it's often harder—not easier—to create the consistency that leads to lasting results. So if you've been stuck in the cycle of restriction, overeating, guilt, and starting over, this episode is for you. And if you're ready for personalized guidance on how to fuel your body well while still working toward your weight-loss goals, I'd love to help. You can email me at TaraJ@dietditching.com, and we can talk about what that looks like for you. And don't forget to join our Facebook community, Lose Weight, Live Free, where you'll find support, encouragement, and women who are learning how to pursue health without living on another diet. I'm so glad you're here. Thanks for listening.

What happens when you spend 30 years chasing other people's approval and finally stop?In this episode, Jim Robinson introduces the newest co-host of the Visionary Leader podcast: Lori Prust, a 30-year corporate veteran in product and technology, certified Enneagram coach, and founder of Soar Clarity Coaching. Together, they dig into the self-awareness journey that transforms followers into leaders, and managers into people worth following.Whether you're a seasoned executive or just stepping into your first leadership role, this conversation will give you a new lens for understanding yourself.⏱️ CHAPTERS00:00 – Intro & Meet New Co-Host Lori Prust05:26 – Self-Awareness First: Why You Can't Lead Others Until You Know Yourself08:37 – What the Enneagram Actually Measures (It's Not Just Personality)15:46 – What 30 Years in Corporate Really Teaches You About Leadership18:08 – Leadership vs. Management: Why the Difference Matters19:19 – How to Use Career Rubrics to Drive Team Growth (The Dropbox Story) 24:31 – The #1 Struggle Leaders Face: Pace, Pressure & Skipping the Pause 27:22 – "Slow Down to Speed Up": A Framework for Reducing Team Chaos 29:30 – Stop Adding Rules — Start Eliminating Them 32:14 – How to Discover Your Own Blind Spots 40:32 – How Stress Shows Up in Your Leadership (And What Your Team Notices) 43:00 – The Value Bomb: One Simple Shift That Changes Everything

“I don't make low IQ music” ~ Enphamus  On this episode of Skipping Class, Lalaa Shepard sits down with Albany-born, Atlanta-raised artist Enphamus for a conversation about his musical journey, navigating Atlanta's rap scene, lessons learned from Waka Flocka, collaborating with Young Nudy, balancing fatherhood, and his recent 22-pound weight loss transformation.  Enphamus also addresses comparisons to The Notorious B.I.G. and explains the inspiration behind his upcoming project, No Biggie. He shares why the project is rooted in paying homage to one of hip-hop's greatest artists while continuing to establish his own identity and legacy in music.  Interview conducted by Lalaa Shepard for The Progress Report.  Instagram:  https://www.instagram.com/enphamus/  https://www.instagram.com/lalaashep/  https://www.instagram.com/theprogressreport101/  https://www.instagram.com/tprmediagroup1/  Website:  https://TPRMediaGroup.com  Listen to us on Apple Podcasts  https://podcasts.apple.com/us/podcast/the-progress-report-podcast/id1494070183 Listen to us on Spotify Podcasts  https://open.spotify.com/show/5sBgF6wWa7NmHraP2QuBEv?si=a0f5f19b8a494fb5 Learn more about your ad choices. Visit megaphone.fm/adchoices

Jimmy addresses the latest news, like President Trump skipping the NBA Finals, before speaking with Hugh Jackman and Niall Horan.

This episode is sponsored by Hiya Health, Factor Meals, Ladder, & ASPCA Pet Insurance. Hiya Health: Get 50% off your first order of Hiya's clean kids vitamins and new Kids Daily Growth + Protein at https://hiyahealth.com/UNPLANNED—this deal is not available on their regular website. Factor Meals: Head to https://factormeals.com/unplanned50off and use code UNPLANNED50OFF to get 50% off and free daily greens per box with new subscription only, while supplies last until 09/27/2026. Ladder: If you have an iPhone, go to https://ladder.fit/UNPLANNED to take a quick quiz and get a free 7-day trial with no credit card required, plus $10 off your first month if you join. ASPCA Pet Insurance: To explore coverage, visit https://www.aspcapetinsurance.com/UNPLANNED Today on Unplanned, we're sharing a huge update on our birth plan. Abby opens up about becoming a VBAC candidate, navigating the risks and emotions that come with it, and why reaching the third trimester feels especially meaningful after our loss. We also talk pregnancy hormones, strange sympathy symptoms, birth prep, AI robots (for some reason), and why we're trading a babymoon for a “nesting moon.” Plus, Matt and Abby take an ultimate pregnancy quiz. Follow The Unplanned Podcast: https://www.instagram.com/unplanned__podcast/ https://www.tiktok.com/@unplanned_podcast Listen to the pod on Spotify/ Apple Podcasts: https://open.spotify.com/show/1ToDA4ufQuWuEgMq07zN6t https://podcasts.apple.com/us/podcast/the-unplanned-podcast/id1669604504 Follow Matt & Abby: Abby's Instagram | https://www.instagram.com/abbyelizabethoward/ Matt's Instagram | https://www.instagram.com/_matt_howard_/ TikTok | https://www.tiktok.com/@matt_and_abby Facebook | https://www.facebook.com/mattandabb YouTube | https://www.youtube.com/@MattandAbby Chapters: 01:35 - Travel Diaries 10:33 - 3rd Trimester Struggles 22:28 - Nesting 25:59 - Ultimate Pregnancy Quiz 46:13 - Change in birth plan 01:00:54 - Hypno Birthing 01:04:32 - Pregnancy symptoms 01:08:26 - Sympathy Symptoms Learn more about your ad choices. Visit podcastchoices.com/adchoices

Explore how a global supply chain company turned its data platform into a customer-facing product designed to operate at the speed of disruption. Boris Rabkin, Chief Information Officer at Ligentia, shares how the company executed that shift through a deliberate phased approach and a partnership with ThoughtSpot. He breaks down how to build a data foundation that scales, what it takes to embed analytics where decisions happen, and how to structure AI ownership and governance across a global regulatory environment. Key Moments: From Reactive to Proactive with Agentic AI (04:46): Supply chain disruption response has changed from slow email chains and fragmented data to agentic systems that flag issues and test decisions in real time. Boris illustrates how Ligentia navigated that shift firsthand. Embedding Analytics Into the Customer Platform (09:00): Boris explains why bolting analytics onto a separate tool creates friction and why embedding intelligence directly into the existing customer platform is the better call. How to Phase a Data Transformation That Sticks (12:12): Boris outlines three phases: stabilize the foundation, standardize definitions, then build a usable experience. Skipping the plumbing is where most transformations fail. Where AI Ownership Really Belongs in the Enterprise (14:03): Understand why AI ownership should sit where value is created. Learn how centralized governance ensures data accuracy and security across the organization. What the Asyad Acquisition Unlocks for Ligentia (22:49): Boris shares how the new investment opens doors to scale the platform globally, automate logistics workflows, and monetize data beyond services. Key Quotes: “ We wanted to control the brand experience, the same login for our customers. Removing the friction and having the experience of being in one trusted platform for making those decisions… This is where [ThoughtSpot] came in.”  - Boris Rabkin “I think AI should be owned where value is created. It shouldn't be a centralized  function inside a lab. If it's not close to the product and the people that are using it, AI won't create the value.” - Boris Rabkin “Speed is one thing, but confidence in the data is something that really drives decisions.” - Boris Rabkin Mentions The EU AI Act's ‘Wait and See' Window Is Closing Asyad Group and Ligentia Join Forces to Accelerate Global Growth and Enhance Technology-Driven Supply Chain Solutions ThoughtSpot Supply Chain Solutions & Case Studies The Acquired Podcast: Formula 1 | From Bankrupt Teams to a Global Sports Empire  The Acquired Podcast: Costco | How a Wholesale Club Built a Customer Fanaticism  Guest Bio Boris Rabkin is the Chief Information Officer at Ligentia. As a Chief Information Officer and Board Member, he brings a distinctive blend of strategic vision and execution capabilities to drive business growth and operational excellence through digital transformation. With extensive experience leading global teams and technology initiatives, Boris is driven by a passion for leveraging data, AI, and automation to build scalable, secure, and resilient enterprises that deliver lasting value. Hear more from Cindi Howson here. Sponsored by ThoughtSpot.

Send us Fan MailRoutine stifle exploration during canine cranial cruciate ligament surgery sounds like common sense, until you ask the uncomfortable question: what if “doing more” doesn't reliably improve long-term function for most dogs? We sit down with Dr. Dan Low to unpack long-term outcomes after high tibial osteotomy procedures (TPLO and CCWO) performed without routine arthroscopy or arthrotomy and without proactive meniscal evaluation, a real-world approach many clinicians use but rarely see studied in depth.We break down what high tibial osteotomy actually changes in the cruciate-deficient stifle, then get practical about evidence. Dan explains why this large case series matters, how uncommon events become easier to estimate with bigger numbers, and why validated owner-reported tools like LOAD (Liverpool Osteoarthritis in Dogs) and the Canine Orthopedic Index give us a more standardized view of recovery than vague “good” or “excellent” labels. We also discuss one of the most debated points in veterinary orthopedics: late meniscectomy. When a meniscal sparing strategy produces a low late-intervention rate that looks similar to rates reported in explored joints, it raises a bigger issue about which meniscal lesions are truly clinically meaningful.We don't pretend one study settles the debate. You'll hear the strongest criticisms of this design, the patient groups where exploration still makes sense (uncertain diagnosis, revision cases), and the unanswered research questions that could reshape how we balance morbidity, time, and cost in dog knee surgery. If you treat CCL disease, refer cruciate cases, or counsel owners through surgical options, this conversation will sharpen how you explain risk-benefit decisions without defaulting to habit.Subscribe for more evidence-focused veterinary conversations, share this episode with a colleague, and leave a rating or review wherever you listen.JAVMA article: https://doi.org/10.2460/javma.25.11.0736INTERESTED IN SUBMITTING YOUR MANUSCRIPT TO JAVMA ®  OR AJVR ® ?JAVMA ® : https://avma.org/JAVMAAuthorsAJVR ® : https://avma.org/AJVRAuthorsFOLLOW US:JAVMA ® :Facebook: Journal of the American Veterinary Medical Association - JAVMA | FacebookInstagram: JAVMA (@avma_javma) • Instagram photos and videosTwitter: JAVMA (@AVMAJAVMA) / Twitter AJVR ® : Facebook: American Journal of Veterinary Research - AJVR | FacebookInstagram: AJVR (@ajvroa) • Instagram photos and videosTwitter: AJVR (@AJVROA) / TwitterJAVMA ®  and AJVR ®  LinkedIn: https://linkedin.com/company/avma-journals

In this episode, the conversation gets into the sneaky side of restriction. The kind that hides inside wellness culture, clean eating, safe choices, food guilt, and the constant running commentary in your head about what you should or should not eat. And honestly? A lot of it feels so normal that you do not even realize it's happening. There's also a really important conversation about why binge eating does not always come from physical deprivation alone. Psychological restriction matters too. Which is deeply annoying information for anyone who thought eating "enough calories" automatically meant they were healed. Quotes "Restriction lives in rules, not necessarily in the amounts." - Rachelle Heinemann "If there's a constant peanut gallery running on the commentary on whatever you eat, that's restriction." - Rachelle Heinemann "Your body is not necessarily distinguishing between not eating and not letting yourself eat freely." - Rachelle Heinemann "The fear itself is also part of the restrict-binge cycle." - Rachelle Heinemann "Restriction is anything that shrinks your relationship with food and with wanting it." - Rachelle Heinemann "You might have been living with this internally so long that it feels so normal. You might be living among people who are just immersed in wellness or diet culture for so long that it feels normal." - Rachelle Heinemann "The rigidity in your mind creates its own form of deprivation." - Rachelle Heinemann  Frequently Asked Questions What counts as restriction if I'm technically eating enough? Restriction is not only about calories or portion sizes. Psychological restriction counts too. Food rules, labeling foods as "bad," mentally negotiating every meal, delaying food until you've "earned it," or constantly trying to control what you eat can all create a restrictive relationship with food.   Can restriction cause binge eating? Yes. Restriction is one of the biggest drivers of binge eating. When your body and brain feel deprived, physically or psychologically, it can create intense urges around food that feel chaotic or out of control.   Why do I binge even when I wasn't hungry? A binge does not always start from physical hunger. Mental restriction, food rules, stress around eating, and feelings of deprivation can all trigger binge eating, even if you recently ate.   What is psychological restriction? Psychological restriction is the mental side of dieting and food control. It includes obsessing over food choices, feeling guilty after eating, constantly planning how to "make up" for food, or believing certain foods are off limits even if you occasionally allow yourself to eat them.   Why do I feel obsessed with food all the time? Food obsession is often connected to restriction. When your brain perceives food scarcity, whether through dieting, food rules, or inconsistent eating, it increases focus on food as a survival response.   Can food rules lead to binge eating? Yes. Strict food rules often increase feelings of deprivation, which can intensify cravings and lead to binge-restrict cycles. The more rigid the rules become, the more emotionally charged food tends to feel.   Why does intuitive eating feel out of control for me? For many people recovering from dieting or disordered eating, jumping straight into intuitive eating without structure can feel overwhelming. Hunger cues and trust around food are often distorted after years of restriction. Consistent, structured eating usually helps rebuild stability first.   What is the restrict-binge cycle? The restrict-binge cycle happens when restriction leads to deprivation, obsession with food, urges to binge, guilt afterward, and then renewed attempts to restrict again. The cycle repeats because the restriction itself is often fueling the binge behavior.   How do I stop obsessing over food? Usually not through more control. Eating consistently, reducing food rules, allowing flexibility with food, and rebuilding trust with your body can help decrease obsessive thoughts about food over time.   Why do I feel guilty after eating certain foods? Food guilt is often learned through dieting, wellness culture, and rigid beliefs about "good" and "bad" foods. When food becomes morally charged, eating certain foods can trigger shame, anxiety, or urges to compensate afterward.   Can you recover from binge eating without dieting? Recovery from binge eating usually involves reducing restriction, not increasing it. Healing the relationship with food often requires moving away from rigid dieting behaviors and learning consistent nourishment and flexibility.   What are subtle signs of disordered eating? Some subtle signs include constantly thinking about food, avoiding certain foods, anxiety around eating socially, mentally tracking calories or portions, needing to "earn" food, guilt after eating, and feeling out of control around foods you try to restrict.   Why do I feel out of control around certain foods? Foods often become more emotionally intense when they are restricted or labeled as forbidden. The feeling of losing control around food is frequently connected to deprivation, not lack of willpower.   How do I rebuild trust with food? Trust is rebuilt through consistency. Eating regularly, reducing rigid food rules, working toward flexibility, and creating a more predictable relationship with food can help your brain and body feel safer over time. Resources Brave on Purpose! - Grab my new book here! Grab my Journal Prompts Here! Looking for a speaker for an upcoming event? Let's chat! Now accepting new clients! Find out if we're a good fit!    LEAVE A REVIEW + help someone who may need this podcast by sharing this episode. Be sure to sign up for my weekly newsletter here! You can connect with me on Instagram @rachelleheinemann, through my website www.rachelleheinemann.com, or email me directly at rachelle@rachelleheinemann.com

Anime Was (Not) A Mistake is the champions! It's another summer and you know what that means, chilling with friends and taking in a well-deserved vacation...or does it? Dan and Jonathan are suddenly flung into a digital world in an unprecedented event we like to call Prodigious Summer: Volume I. Join us for the summer of digivolution as we examine EVERY episode of Digimon Adventure 01 and 02. (Skipping around but discussing them all) As the newly dubbed "Digi Destined" Tai, Matt, Izzy, Sora, Joe, Mimi and T.K. befriend partner Digimon and seek to destroy the forces of evil through friendship we will be there with them every step of the way.  With new bonds created with their Digimon friends watch as Digivices, tags, and crests work together to ascend to higher levels. We go from fighting a digidevil on File Island, taking down an Elvis impersonator ape, and finally return to the real world to confront a vampiric threat! Relive the excitement of a well-timed Pepper Breath. Mourn the loss of some close allies... Wizardmon, here's looking at you. And most importantly know that the power to digivolve lives inside your heart! Jonathan definitely misses his shopping and social life, but Dan seems to be fitting right in... wait...where did he get those goggles from?  Rate, Review, Subscribe, and Listen to Us on Podbean/iTunes/Stitcher/Spotify Follow us on Instagram:@animewasnotamistakepodcast Or on Facebook:@animewasnotamistakepod Music Provided: “Digimon Are The Champions” – Shuki Levy and Paul Gordon – Saban Entertainment – Digimon: Adventure - Digimon: Adventure OST - 1999 “Previously on Digimon” Takanori Arisawa  – Saban Entertainment – Digimon: Adventure - Digimon: Adventure OST - 1999 “Digimon's Heroic Theme” – Project Trinity Covers - Digimon: Adventure - 2012

This episode, Bex is joined by Week Junior writers Eve and Joe to explore the biggest stories from the latest issue, including: The Week Junior Book Awards 2026: Find out which books made the shortlist, how judging works, and how YOU can vote for your favourite book cover and Children's Choice Award! Get all the voting details and your chance to win a big bundle of books. A Teeny Octopus Discovery: Hear about the newly discovered, golf-ball-sized octopus off the Galápagos Islands, including its remarkable colour and name. Big Debate: Is it okay to miss school for sport? With huge sporting events coming up, including the World Cup, the team tackles whether skipping class for sports is a good idea, and your opinions are wanted! Get involved: Send your voice notes, share your opinions on the big debate, and tell us what you’ve been doing with The Week Junior! Visit funkidslive.com/theweekjunior or email hello@theweekjunior.co.uk.See omnystudio.com/listener for privacy information.

Jonathan Peterlin and Daryl Ruiter discuss photos of Myles Garrett at Rams OTAs, debating whether he has turned over a new leaf or is simply making a good first impression in Los Angeles. They compare the coaching styles of Sean McVay and Kevin Stefanski while reflecting on Garrett's history with the Cleveland organization. The conversation also touches on Garrett's father's interactions with media and Peterlin's personal indifference toward winning professional or fantasy sports awards. 01:13 - Garrett Reports to OTAs 04:17 - McVay vs Kevin Stefanski 05:38 - Garrett's Father Media Interactions 13:15 - JP's Indifference to Awards

Professional Builders Secrets brings you an exclusive episode featuring Sheryl Steinberg, owner of Sheryl Steinberg Interior Design. With over 15 years of experience working with builders, remodelers and homeowners across the US, Sheryl brings a unique perspective on how professional interior design fits into the build process, and why getting it right from the very beginning is one of the most powerful things a builder can do for their business.This episode is sponsored by Apparatus Contractor Services, click the link below to learn more:hubs.ly/Q02mNSsG0INSIDE EPISODE 241 YOU WILL DISCOVER Why interior design should be part of the process from day oneHow a designer bridges the gap between what clients and buildersWhy misaligned expectations are costing builders time, money and referralsHow lighting, space planning and accessibility are more important than you realiseThe cost of getting it wrongHow having a designer in your corner helps you charge more and deliver a better experienceAnd much, much more.ABOUT SHERYL STEINBERGSheryl Steinberg is the owner of Sheryl Steinberg Interior Design, based in Bethesda, Maryland. With over 15 years of experience and a background in interior architecture, space planning and project management, Sheryl works closely with builders and remodelers across the US to bring clients' visions to life from the very start of the build process.Connect with Sheryl: linkedin.com/in/sherylsteinberg/TIMELINE 5:24 Where interior design fits into the build process and why it matters so much8:36 How building without a clear design scope leads to delays, redesigns and frustrated clients11:17 A real life example of what goes wrong when design is left out of the process15:16 The difference between interior architecture, interior design and decoration explained23:59 Why scaling builders need clear design processes in place to avoid growing pains28:36 What working with a designer looks like and how builders can get started todayLINKS, RESOURCES & MOREAPB Website: associationofprofessionalbuilders.comAPB Rewards: associationofprofessionalbuilders.com/rewards/APB on Instagram: instagram.com/apbbuilders/APB on Facebook: facebook.com/associationofprofessionalbuildersAPB on YouTube: youtube.com/c/associationofprofessionalbuilders

Anna Nickerson is the founder of Cherry, the first brand closing the gap between period care and pleasure. Their first product is a menstrual disc designed for completely mess-free period sex. She joins Cass and Emma to talk about why period sex is still taboo (and what we lose by avoiding it: roughly seven years of sex over a woman's lifetime), how to actually use a disc without panicking, the difference between period positivity and period neutrality, and why a man who refuses period sex is usually telling on himself. In this episode: The real girl math we need to be doing: skipping intimacy during your period adds up to almost seven years of sex over your lifetime Period positivity vs period neutrality: what actually destigmatizes the conversation around periods and why we don't have to aim for absolutely LOVING our periods What happens when we apologize for being on our periods and what changes when we stop The double standard nobody calls out: women accept everything men's bodies do (the semen, the sweat, the lack of a headboard), but our blood is somehow the grossest thing in the relationship Cherry's menstrual disc explained: what it's made of, where it actually sits (under the cervix, not in the vaginal canal), how to insert it without it being scary, and why your partner shouldn't feel it The Berkeley study that found lead in tampons and the lack of FDA enforcement that lets it stay there Why a partner being disgusted by period blood is a red flag worth taking seriously Find Cherry at cherry.love, on Instagram at @wearecherry.love, and follow Anna on TikTok at @theperiodseggsgirl. ⁠Learn more about 1:1 coaching HERE!⁠⁠⁠⁠ ⁠⁠⁠⁠Get Honeydew Me Merch HERE!⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Send us Fan MailWhat if instead of summer camp, you just took your family to Europe for a month?Jessica and Brandon are taking their family to Europe for four weeks this summer, and in this episode they walk through exactly how they pulled it off. From stalking flight portals for months to find 120,000 points worth of flights across four countries, to building a five-tab spreadsheet to keep every confirmation number, address, and ticket organized, this episode is the full behind-the-scenes of planning an international family trip.They cover the tools they actually use: Point.me for finding the best points and miles deals, Airbnbs with washers, dryers, and AC over hotels, bulk public transit passes, and the free Smart Traveler Enrollment Program that sends real-time safety alerts from the nearest US embassy. They also get into the stuff that catches travelers off guard, like booking major attraction tickets weeks in advance before they sell out, spotting scam sites that mimic official museum pages, ordering foreign currency from your home bank before you leave, and knowing which credit cards to carry internationally and why.If you are planning a big international trip and want to know how to actually prepare for it, this one is worth a listen.Get a $5 month for Point.Me our favorite way to find the best flightsGet 50% off of Monarch Money for one year with this linkSubscribe to The Sugar Daddy Podcast newsletterExplore The Sugar Daddy Podcast Stan Store — Downloadables, tools, and more to level up your money game together!Head over to our YouTube channel to catch this episode in full video form.You can also email us at: hello@thesugardaddypodcast.comConnect with us on Instagram We're most active over at @thesugardaddypodcastChat with BrandonWant to work together? Learn more about BrandonBook a free 30-min call to see if it's a fit.Show us some love, hit subscribe, leave a five star rating, and drop a quick review!Money, relationships, and the mindset to master both. Hosted by financial advisor Brandon and his wife Jessica, The Sugar Daddy Podcast breaks down how to build wealth, unpack old money beliefs, and have real conversations...

Schedule a Meeting with Joshua TODAY!Are your meetings helping your team grow—or quietly creating confusion, misalignment, and costly mistakes?Most business owners avoid meetings because they feel unproductive, awkward, or like a waste of time. But without clear communication and alignment, teams become reactive, accountability disappears, and businesses end up stuck in constant chaos. In this episode, Joshua Gillow and Frank Bourque break down why structured meetings are one of the most overlooked tools for building stronger teams, improving communication, and creating a more profitable business.You will:Learn how daily, weekly, monthly, and quarterly meetings create clarity and accountability across your teamDiscover simple meeting structures that improve communication without wasting timeUnderstand how better meetings help teams solve problems proactively instead of constantly reacting to firesPlay this episode to learn how effective meetings can transform your team culture, improve accountability, and help your business run smoother with less stress.For more information about Frank, visit his website: https://www.frankbourque.com/Ready to get your copy of The CORE 10 Sales Playbook? Check it out HERE!Connect with Joshua at:The WebsiteThe Facebook GroupSales Master ClassesHow to work with Joshua - https://yes.express/apply/Tune into this podcast where a seasoned craftsman shares expert communication skills, strategies for overcoming stress and overwhelm, and insights on building a profitable business in landscaping and hardscaping, with tips on how to sell, close more deals, and achieve financial freedom to retire early as a successful business owner in the design/build and outdoor living industry. Music from #Uppbeat:https://uppbeat.io/t/abbynoise/puncherLicense code: AWUDIYK15E3NWYPK

This microcast episode focuses on recognizing signs that aging parents need help and how to approach caregiving with respect and sensitivity. It offers practical tips for observing changes, maintaining independence, and planning supportive care.Aging Parents: Signs They Need Help & What To DoRecognizing when aging parents need help is usually aboutpatterns of small changes over time. This guide combines warning signs with practical steps you can take to support independence safely.Common Signs They May Need Help• Decline in ability to manage daily tasks• Changes in memory, thinking, or judgment• Physical health or mobility issues• Emotional withdrawal or isolationHome & Daily Living Warning Signs• House becoming messy or unsafe• Unopened mail or unpaid bills• Expired or spoiled food• Poor hygiene or wearing same clothes repeatedlyMemory & Cognitive Changes• Forgetting appointments or medications• Getting lost in familiar places• Repeating questions frequently• Poor financial or safety judgmentPhysical & Health Warning Signs• Frequent falls or bruises• Difficulty walking or standing• Weight loss or lack of appetite• Skipping medications or doctor visitsEmotional & Social Changes• Withdrawal from hobbies or activities• Depression or anxiety• Avoiding calls or social interaction• Increased irritability or mood swingsWhat You Can Do• Observe patterns before acting• Have respectful conversations focused on independence• Introduce small supports like cleaning or meal help• Address home safety (grab bars, lighting, fall hazards)• Involve medical professionals when needed• Plan ahead for finances and care preferencesUrgent Warning Signs• Repeated falls• Getting lost• Medication misuse• Self-neglect• Major personality or cognitive changesComplete Check-In List• Review home cleanliness and food safety• Monitor memory and bill paying• Check mobility and fall risk• Confirm medication management• Assess mood and social activity• Evaluate driving safety• Review financial behaviorAction Plan• Minor issues: Add light support (cleaning, reminders)• Moderate issues: Attend doctor visits and increaseinvolvement• Major issues: Limit risks and consider in-home care

Information alone does not resolve nervous system dysregulation. The body comes out of stored trauma in a precise three-step sequence: Safety, Support, Expansion. Skipping the order keeps the system stuck. Three Biology of Trauma® professionals describe the same shifts emerging in the same order, across three different conditions. ➡️ Full show notes: https://www.biologyoftrauma.com/post/nervous-system-regulation-stories-why-the-sequence-matters In This Episode You'll Learn: 02:14 — Who are the three women in this episode? 03:08 — How does a teenage body brace lead to three years in bed? Tricia's story 08:10 — What did POTS and thyroid cancer reveal as the missing piece in healing? Alexia's story 10:52 — Why does the cycle of feeling well then crashing keep repeating? Sherry's story 17:05 — What happens when parts work, somatic, and biology come together? 20:50 — What changes when you can name what your nervous system is doing? 25:00 — What three shifts do they each describe in healing? Resources/Guides: The Essential Sequence Guide — the same three steps Tricia, Sherry, and Alexia describe, laid out in writing ➡️ Full show notes with links and resources: https://www.biologyoftrauma.com/post/nervous-system-regulation-stories-why-the-sequence-matters

June 2 second from 2:36 There are many people – including yeshiva students and Talmideh Hachamim – who skip the section of Korbanot, which discusses the sacrifices offered in the Bet Ha'mikdash, and begin with Pesukeh De'zimra, from Hodu or from Baruch She'amar. The Hikreh Leb ( Rav Raphael Yosef Hazan, 1741–1820) considered the possibility that those who devote their days to Torah study are perhaps justified in omitting the Korbanot section. Since they spend their time immersed in Torah learning, they might be excused for saving time by skipping this part of the Shaharit prayer. However, the Hikreh Leb dismisses this possibility, writing that as this is part of the daily prayer schedule, there is no excuse for omitting it. We cannot emphasize enough the importance and value of reading the Korbanot section, whereby we access the atonement and blessings that the sacrifices in the Bet Ha'mikdash bring. This is true of all the Korbanot, but it is especially true of the Ketoret – the section dealing with the incense offering that was brought each day in the Bet Ha'mikdash. The Zohar (Midrash Ha'ne'elam, Parashat Vayera) relates that Eliyahu Ha'nabi once appeared to Rabbi Pinhas, and taught him that the public recitation of the section of the Ketoret has the power to protect against plagues. Rabbi Aha, the Zohar writes, once visited the town of Tarsha, and the residents informed him that a plague had been ravaging the town for seven days, and was increasing in severity. He instructed them to choose the forty most righteous men of the town, and divide them into four groups of ten. Each was to go to a different corner of the town and recite the section of the Ketoret. Afterward, Rabbi Aha urged them to visit those who were on the brink of death, and to read the verses that tell of Aharon ending a plague by offering incense (Bamidbar 17). Sure enough, these patients survived. Elsewhere (Parashat Vayakhel), the Zohar emphasizes the protective powers of the recitation of the Ketoret. It cites Rabbi Shimon Bar Yohai's exclamation that if people recognized just how precious this text is, they would take each word and wear it as a crown on their heads. If one recites the Ketoret with proper concentration, Rabbi Shimon taught, he is spared from punishments both in this world and the next world. The Zohar further teaches that the Ketoret should be recited before the Amida prayer, because it helps clear the pathway to the heavens from the harmful spiritual forces that seek to sabotage one's prayers, ensuring that they reach the heavens. Some explain that the special offerings of the Nesi'im (tribal leaders) which they brought in honor of the consecration of the Mishkan were especially cherished by G-d because they included Ketoret. Moreover, Rabbenu Bahya (Spain, 1255-1340) writes that the moments after the offering of the Ketoret were the most auspicious time for blessings and prayers. This is why the Kohen Gadol would recite a special prayer for the people after offering the Ketoret on Yom Kippur, and why Moshe and Aharon blessed the nation on the day of the Mishkan's inauguration, following the offering of Ketoret. I witnessed the power of the Ketoret recitation firsthand. When my congregation's synagogue was being constructed, we encountered one problem after another. For reasons we do not know, Hashem decided to test us by making the process exceedingly difficult. Nothing was working. We consulted with the great Kabbalist Rav Mordechai Attieh, and he came with ten great scholars. They stood around the construction site and recited the Ketoret. Sure enough, after that point, we were able to move forward and complete the project. The power of the Korbanot section and the rewards offered by its recitation should incentivize all of us to do everything we can to ensure that we read this section each day.

A mom finds you on Instagram. She loves your work. She visits your website. And then she closes the tab, finishes making dinner, and two months later books a different photographer in your city. Sound familiar? That is not a portfolio problem. That is a middle-of-the-funnel marketing problem. And in this episode, I am breaking down five strategies you can start using this week to stop losing warm leads and start building the kind of trust that actually turns followers into booked clients. What you'll learn in this episodeWhy your potential clients are staying in the "consideration phase" longer than ever (and what the trust recession means for family photographers)The one marketing asset you own that Instagram can never take away from youHow to create a lead magnet that builds real trust before a family ever reaches outWhy a single blog post will outperform your best reel for yearsThe simple follow-up sequence that keeps warm inquiries from ghosting youHow to build a repeatable marketing cadence that does not burn you outWhich strategy to start with first (spoiler: pick one, not all five)Resources & Links Mentioned In This Episode▸ Read the full blog post that goes with this episode (that way, you get all the links mentioned): https://systemsandworkflowmagic.com/middle-of-funnel-marketing-family-photographers/▸ The Family Photographer's Marketing Society: https://systemsandworkflowmagic.com/the-family-photographers-marketing-society▸ Grab the FREE Family Photographers Marketing Trends Report: https://systemsandworkflowmagic.com/family-photography-marketing-trends▸ Apply HERE to work with me to be your 1:1 marketer for your family photography business!Connect with Me (Dolly DeLong Education)

In this weekly roundup of news coverage, Nick breaks down important stories you might have missed that we should all have eyes on. Big AI Lie EXPOSED! Why Your Job Isn't the Real Target   Ever wondered if AI is really coming for your job or if you're just funding a billionaire's gamble?    Nick unpacks the shocking truths behind the tech industry's AI frenzy—spoiler alert: it's more smoke and mirrors than Silicon Valley's latest miracle.  

Parenting expert Dr Justin Coulson told 3AW Breakfast it is a complicated issue.See omnystudio.com/listener for privacy information.

OTAs hit Allen Park and the Detroit Lions face a real offensive question. What will new OC Drew Petzing actually build in Detroit? Many expect heavy 12 and 13 personnel. The roster suggests something different. What Petzing Might Really Want The tight end room did not get the draft attention many anticipated. Targets like a combo tight end were on the radar. Names such as Nate Boerkircher, Oscar Delp, and Sam Rausch came up as the type. Riley Nowakowski, a tight end fullback from Indiana, fit that mold too. The Lions passed. That matters. Skipping those additions hints at a base that leans into receivers. Picture Isaac Tesla with Jameson Williams and Amon-Ra St. Brown on the field, with Sam LaPorta as the primary tight end. That package spreads space without surrendering toughness. It also fits a room built to win with speed and timing. If Petzing favors matchups and spacing, this roster can live in 11 while still bullying light boxes. Why Arizona Is a Bad Template Projecting Detroit from Arizona tape misses context. In Arizona, the wide receiver group was thin or hurt. The passing game sputtered outside of McBride. There were quarterback issues. Those factors pushed 12 and 13 personnel to stabilize the run and protection. Detroit is not built the same way. The Lions offensive tackles run block at a high level. They can create movement without extra big bodies. Duo and other downhill concepts do not need a constant tight end convoy here. Against nickel defenses and two-high safeties, the Lions can force lighter fits with speed on the field and still run with force. That opens play action, quick game, and shots for Williams while St. Brown and LaPorta churn first downs. Petzing inherits flexibility, not a mandate to go heavy. OTA Reality Check in Allen Park It is shorts and shells. No contact. Helmets are allowed. Practice jerseys, no shoulder pads. Much of it is seven on seven. OTA standouts can vanish when pads arrive. Chase Lucas once looked like an instant slot option as a seventh round pick. When the contact started, the depth chart told a different story. So, take early reports with caution. Roles and usage are the real tells. Watch which group shows up most: three wideouts with LaPorta, or frequent two tight end sets. Track where Williams aligns and how often Tesla works with starters. Note how often the Lions stress light boxes rather than stack big bodies. Those clues will say more about Petzing's NFL plan than any highlight from a non-contact Friday. This is the Detroit Lions Podcast lens on OTAs, focused on structure over sizzle. #detroitlions #lions #detroitlionspodcast #drewpetzing #lionsotas #kalifraymond #isaacteslaa #alimmcneill #keithabney #kendricklaw #lionsdefensivescheme #tyleikwilliams Learn more about your ad choices. Visit megaphone.fm/adchoices

Subscribe to This Week in Hospitality wherever you get you podcasts: Spotify - https://open.spotify.com/show/5oPExA0txHMjEI5Ye13IUy Apple Podcasts - https://podcasts.apple.com/us/podcast/this-week-in-hospitality/id1849637233 Youtube - https://www.youtube.com/@ThisWeekinHospitality   Mews embeds Uber directly into its PMS, promising seamless guest transportation and a cut of ancillary revenue hotels have long been leaving on the table. The guys are skeptical — cool concept, questionable adoption, and the real winner might just be Uber's data team. Then Expedia announces B2A — a marketing function built not for humans, but for AI agents. Scott doesn't mince words: AI is about to expose how hollow most hotel marketing actually is. Ben connects the dots to the accelerating rise of independent, story-driven properties that LLMs will increasingly favor over generic flag brands. Americans aren't canceling travel — they're shortening trips, going domestic, and scrutinizing every dollar. Scott just did seven hotel site visits in Tuscany. Not one was at capacity. The Smoky Mountains are not having the same problem. Finally, a sharp op-ed on the structural dysfunction between hotel owners and operators sparks a broader debate about why the aligned owner-operator model is the decade's single biggest competitive advantage — and why capital still hasn't caught up. This Week in Hospitality is presented to you by Journey. Journey is a loyalty platform built specifically for independent boutique hotels and high-touch hospitality brands. Our mission is to give operators the same powerful rewards engine, data intelligence, and guest insights that major chains rely on — without asking them to give up the individuality, soul, or story that makes their property extraordinary. If you're an owner or operator of an extraordinary, independently owned and operated hotel or residence — and you want to see whether your property is a fit for the Journey Alliance — you can learn more and apply at https://www.journey.com/alliance   Key Topics & Timestamps 00:00 — Intro 02:28 — Story #1: Mews embeds Uber into the PMS 15:28 — Story #2: Expedia's B2A strategy for AI agents 37:17 — Story #3: Travelers trade down, not out 50:04 — Story #4: The owner-operator information gap 56:36 — Spice of the Week   Your Hosts: Zach Busekrus — Journey LinkedIn: https://www.linkedin.com/in/zachbusekrus/ Instagram: https://www.instagram.com/behindthestays/   Scott Eddy — Global Travel & Hospitality Expert @MrScottEddy LinkedIn: https://www.linkedin.com/in/mrscotteddy/ Instagram: https://www.instagram.com/mrscotteddy/   Ben Wolff — Founder of Onera & Oasi LinkedIn: https://www.linkedin.com/in/ben-wolff/ Instagram: https://www.instagram.com/iambenwolff/   Edwin Kramer — Luxury Hotelier Consultant & Former GM LinkedIn: https://www.linkedin.com/in/edwinckramer/ Instagram: https://www.instagram.com/edwinkramer/

Skip to 27:17 to avoid Directive 8020 SpoilersGet your Pixels & Perspectives T-Shirt here: https://www.redbubble.com/i/t-shirt/Pixels-And-Perspectives-Logo-by-Dan-Durkin/175622258.IJ6L0Welcome, welcome to the Pixels & Perspectives podcast!You can follow me on X (Twitter) - @DanJDurkin to keep up to date with all things Pixels & Perspectives.Thank you for listening! Hosted on Acast. See acast.com/privacy for more information.

Last week while talking about all the different types of shipping containers I mentioned strapping and banding, closing up and securing D containers, and our loads. We had a few people write in asking if I could explain banding. A couple of listeners took strapping as securing the load in the trailer. So today I thought we'd walk through not only strapping and banding, but also the more common things we use for securing our loads. I'm Marty and I thank you for stopping in for another episode of Warehouse and Operations as a Career.   Ok, so the two most common types of strapping are, steel strapping, which, in many instances, are referred to as Metal Banding, and then we have the plastic strapping, which can be comprised of Polypropylene or Polyester. Each has its own purpose, advantages, weaknesses, and safety concerns. And trust me, if you've ever had a steel band snap beside your face or watched a poorly strapped pallet explode in a trailer, you develop a lot of respect for all three!   At its core, banding is about securing items for transportation, stabilizing product, preventing shifting, maintaining pallet integrity, and of course reducing product damage, and increasing safety. Think about what all freight goes through, a forklift or pallet jack running it through the warehouse, a trailer bouncing around on the roads and over potholes, rail transportation, ocean movement, temperature changes, stretch wrap tension and weight shifts during turns and braking.   So, lets start with steel strapping or metal banding. Steel strapping is typically used for heavy industrial products, steel coils, lumber, brick and block, pipe, building materials, those kinds of things. Steel is chosen because it has very high tensile strength, doesn’t stretch much if at all and has excellent holding power. When a load absolutely cannot shift, steel often wins. But it doesn’t come without limitations and concerns.   Steel banding is dangerous. A couple of concerns are, number 1, is snap back. This is probably the biggest danger. When tension is released incorrectly, steel can whip back violently. And I mean violently. That band becomes a razor-sharp spring under pressure. Injuries can include facial cuts, eye injuries, fingers and deep cuts to our arms. Some injuries could even require surgery. Early on in my banding adventures, I had tightened a band on a d container filled with heavy meter parts. I had used the tension ratchet to tighten it pretty tight on the pallet. While getting my crimping tool positioned it snapped at a corner post. Ever since that moment I give strapping and banding the respect it deserves! And number 2 is rust. Steel can rust in humid conditions, outdoor storage areas, and refrigerated environments. Rust weakens the strap over time. And the 3rd concern is the weight. Steel is heavier than plastic. That can mean higher shipping costs and more difficult handling. And lastly, product damage. Steel bands can crush or damage softer freight. Especially things like cardboard, consumer goods, appliances, food packaging.   Now let's talk about the most common strapping in today's warehouse world. Plastic banding. There are two major types Polypropylene, used for light duty pallets, cartons, retail shipments, newspaper bundles and such.  And then we have polyester, used for heavier pallets, beverage loads, and many applications that were once dominated by the steel strapping. Polyester or PET is the stronger version and has replaced steel in many operations.  Some of the advantages of plastic strapping? Well, there safer than steel. This is a huge reason facilities prefer plastic now. Plastic can certainly still hurt someone, but it generally does not whip with the same deadly force as steel. Less severe recoil. Less sharp edges. Still dangerous, but safer. And it's lightweight. Plastic is easier to carry, use, store, and dispose of.  And it’s a little more flexible to work with. Plastic stretches slightly. That's actually beneficial for loads that shift naturally, settle during transportation, and expand or contract with temperature. Think of my watermelon example being packed in d containers last week.  And another thing is plastic does not rust. This makes it useful in those cooler environments, in freezer operations and outdoor storage. Oh, and plastic is usually cheaper than steel. And in today's operations, cost matters. But plastic isn't perfect either.  Its strength is lower, even the PET or polyester strapping. Very heavy freight can stretch and snap plastic, allowing a shift during transport.  And it can be more heat sensitive. Extreme heat can weaken plastic. Think of a hot trailer in Texas during August?   Let’s see, what else on banding. Oh, I want to mention how banding can be applied several ways. I'm most experienced using the manual tools. Hand tensioners, crimper sleeves and crimpers.  Probably more common today are the battery tools. These tools adjust the tension, the seal, and cut automatically. A Huge productivity improvement. But also dangerous if improperly used.   And then you have the large automatic banding machines. They may be used in distribution centers, manufacturing plants, and production facilities. Loads pass through automated arches that apply straps quickly and consistently. They're great for high volume, consistency, and speed.   All of these, everything I've mentioned can be dangerous. Some common safety mistakes are standing directly in front of a tensioned strap.  Improper cutting. Associates sometimes cut steel banding without controlling the tension. That strap explodes outward.  And we should never use damaged strapping. A kinked strap is a weakened strap. And never reuse bent steel, frayed plastic, or cracked seals. Oh, and always use edge protectors.  Edge protectors prevent product crushing and helps prevent load shifting. Skipping them can and will causes failures. And another biggie for me is too much tension. You're going to crush cartons, damage packaging, and, as we've learned, it's just not safe, or even useful.   Wither you're operating the bander, any type of bander, or training or assigning associates to work with banding, we should always wear the proper ppe we've been assigned to use. Our safety glasses, cut resistant gloves, even face shields in heavy steel applications, and then long sleeves in some environments.   So, my thoughts on steel vs plastic. I don't think one is universally “better.” I think the correct question is what type of freight are we securing, and why are we securing it? Because really the freight determines the strapping. Here's what I really think the takeaway is. Banding is one of those warehouse tasks people underestimate. It looks simple. But it combines stored energy, sometimes heavy freight, sharp materials, and human behavior.  And that combination can become dangerous quickly. A properly strapped pallet travels safely across the country. A poorly strapped pallet becomes a workplace accident waiting to happen. And just like everything else in warehousing, the little things matter. The associate applying that final band may be the last person protecting the freight, the driver, the receiver, and the customer.   Ok, talking about how we use strapping to secure loads made me think of a few other tools, probably more common tools, we use every day to help us secure the loads. Let’s talk about a few of those real quick.   First up bulkheads. Bulkheads are used to separate and secure product areas within a trailer. They create a barrier that prevents freight from shifting forward or backward during transportation. You'll see solid bulkheads or ridged dividers used in things like grocery or food distribution to keep the freezer and cooler areas at temperature and the freight separated. Kind of creating temperature controlled vaults or compartments in the trailer. Then we have Bubble Bulkheads or Inflatable Bulkheads. These are pretty cool because they function almost like giant airbags. They’re placed in empty spaces between freight sections and inflated. Some advantages they bring to the table are how they are lightweight, flexible, and can fill any odd-shaped spaces. Of course there are some limitations. They can puncture. They'll require proper inflation, and there not always suitable for heavy shifting loads.  Next up the Cardboard Bulkheads. Sometimes the simplest solutions are the most effective. These are heavy corrugated dividers used to separate lighter products. Sometimes there used to identify different stops for the driver too. There inexpensive, disposable, and lightweight. But they have limited strength, they can crush under heavier pressure, and they can present some moisture concerns.   And then anyone that’s ever looked down the walls of many trailers, you’ve probably noticed those long metal rails with repeating slots. Those are E-tracks. E-tracks are mounted horizontally or vertically and create attachment points for securing freight. The straps that clip into them are called E-straps. These things are great and allow for fast installation, and they are easily adjustable, they allow for multiple anchor points, and they are reusable, for like ever! They can be used for securing almost any type of freight. Appliances, furniture, palletized freight, and mixed loads. In distribution there great to secure the wall of freight as we stack down the deliveries. The mistake people sometimes make is thinking it’s clipped in, so we’re done. Well not exactly. The e straps still require proper tension and placement. A loose strap isn’t securing anything. It’s just decorating the trailer wall!  One of my personal favorites as a driver is the load bar. Load bars are one of those tools many people have seen but never really thought much about. They’re adjustable bars placed horizontally between trailer walls. They apply pressure and help keep freight from moving or falling forward towards us or the back door. There fast and easy to setup, reusable, and excellent for partial loads.   Oh, and I should probably mention the butterfly load bar. Butterfly load bars work like the pole or regular roll bar but use wider stabilizing ends or wing-like designs that spread pressure over larger areas. These create increased contact area, better load stability, and reduced pressure damage. These are great for the route and delivery drivers.    The customer never sees the banded or strapped d container or banded pallet, the load bar, the E-strap, the bulkhead, or any of the other precautions us light industrial professionals have taken to protect their products. They only see the result when the trailer door opens and is delivered without damages. Our freight protection tools and our efforts may never get the recognition, but they’re often the reason the product arrives looking exactly like it did when it left our warehouse. That’s ownership in my opinion!   Speaking of ownership, I've got to get back to work now myself. I hope you enjoyed todays topic, if so please tell a friend about us. Y'all be safe out there this week and always put safety first.

Most swirl marks and scratches don't come from bad products… they come from outdated detailing habits. In this video, I break down 9 common car detailing mistakes that are slowly ruining your paint — and what modern detailing methods you should use instead. We'll cover mistakes like: Pre-rinsing instead of pre-soaking Using the outdated 2 bucket wash method Washing in direct sunlight incorrectly Using traditional glass cleaners Weak wheel cleaners that waste time Drying your paint the wrong way Using APCs on everything Skipping paint protection Overcomplicating detailing These simple changes can make washing your car safer, faster, and way more enjoyable. PRODUCTS TALKED ABOUT:  Bundles: https://jimbosdetailing.com/collections/bundles The Gloss Boss: https://jimbosdetailing.com/TGB Tough As Shell Ceramic Spray: https://jimbosdetailing.com/TAS or on Amazon https://amzn.to/4r5UxYr The Super Soaper: https://jimbosdetailing.com/TSS or on Amazon: https://amzn.to/49KEM2d Picture Perfect Polish: https://jimbosdetailing.com/PPP or on Amazon: https://amzn.to/4sQWpWu Microfiber towels: https://jimbosdetailing.com/products/orange-wash-microfiber or https://jimbosdetailing.com/products/everyday-microfiber Cut & Finish Pad: https://jimbosdetailing.com/products/cut-finish-pad or on Amazon: https://amzn.to/3LsxJ69 Finishing Pad: https://jimbosdetailing.com/products/black-finishing-pad or on Amazon: https://www.amazon.com/dp/B0FJNDCPTG SHOP ALL JIMBO'S DETAILING ON AMAZON: https://amzn.to/3LX3mVE car detailing mistakes,car wash mistakes,detailing mistakes ruining paint,how to wash a car properly,car detailing tips,paint swirl marks,avoid scratching paint,two bucket wash method,foam cannon wash,modern detailing methods,car paint scratches,how to avoid swirl marks,car detailing guide,auto detailing tips,paint safe wash method,best car wash soap,detailing tips and tricks,jimbos detailing,paint correction tips,car washing tips

As Nevada candidates increasingly skip debates and dodge traditional media interviews, are voters losing out on accountability? Host Jesse Merrick sits down with Nevada Independent reporter Tabitha Mueller to explore how social media has transformed political campaigning, allowing candidates to bypass journalists and deliver unfiltered messages directly to voters. They discuss whether this shift toward TikTok and Instagram is democratizing political communication or simply helping politicians avoid tough questions. Want to get in touch? Follow us @CityCastVegas on Instagram, or email us at lasvegas@citycast.fm. You can also call or text us at 702-514-0719. For more Las Vegas news, make sure to sign up for our morning newsletter. Learn more about becoming a City Cast Las Vegas Neighbor at membership.citycast.fm. Looking to advertise on City Cast Las Vegas? Check out our options for podcast and newsletter ads at citycast.fm/advertise.

I clicked on one migraine reel a few weeks ago, and now my Facebook feed will not let me forget it. Dr. Painkiller is back, this time telling women that the things you think are helping your migraines are actually making them worse. Sleeping in. Skipping meals. Not taking your meds fast enough. And of course… your “migraine brain” loves routine, not chaos. In this episode, I'm breaking down what he gets wrong and why this kind of advice keeps women stuck. You don't have a defective brain. You have a body that has lost its resilience, and the standard neurology playbook of “take the medication early, never miss a dose, stay on a perfect schedule” is exactly what turns episodic migraines into chronic ones. I share what's really going on when sleeping in or waking up too early triggers a migraine, why “rebound” isn't a personal failure, and what your body is actually asking for instead. If you're ready to address the root drivers of your migraines, you can book a free consultation at the link below: https://www.drlesliecisar.com/apply Free Training: 5 Proven Steps to Being Migraine Free (Even if you think you've already tried everything.) https://www.drlesliecisar.com/5SHMN Connect with us: Website: https://www.drlesliecisar.com/ Free Facebook Group: Healing Migraines Naturally, with Leslie Cisar, ND Ready to try something radically different that actually works? Read more about my approach here: https://www.drlesliecisar.com/map In health,Dr. Leslie Cisar

President Donald Trump said he would try to attend Donald Trump Jr.’s wedding over Memorial Day weekend but admitted it was “not good timing” due to ongoing responsibilities like the Iran conflict. He still wished the couple well, saying he hoped they would have a great marriage even if he couldn’t make it. Tulsi Gabbard has resigned as President Donald Trump’s director of national intelligence, saying she is stepping down to care for her husband after his diagnosis with a rare form of bone cancer. The Reuters report also notes that while her departure was officially linked to personal reasons, a source claimed she may have been pushed out amid tensions with the White House. Please Like, Comment and Follow 'Philip Teresi on KMJ' on all platforms: --- Philip Teresi on KMJ is available on the KMJNOW app, Apple Podcasts, Spotify, YouTube or wherever else you listen to podcasts. -- Philip Teresi on KMJ Weekdays 2-6 PM Pacific on News/Talk 580 AM & 105.9 FM KMJ | Website | Facebook | Instagram | X | Podcast | Amazon | - Everything KMJ KMJNOW App | Podcasts | Facebook | X | Instagram See omnystudio.com/listener for privacy information.

Cal Newport takes a critical look at recent AI News.   Video from today's episode: youtube.com/calnewportmedia   (0:00) Has AI conquered coding? (3:21) Lars Faye quote (5:25) Skipping the struggle step (6:42) Point #1 (7:08) Point #2 (7:28) Point #3 (7:39) Point #4 (8:35) Solution   Links: Sign up for Cal's newsletter at www.calnewport.com/ideas Buy Cal's latest book, “Slow Productivity” at www.calnewport.com/slow https://larsfaye.com/articles/agentic-coding-is-a-trap https://www.infoworld.com/article/4143101/pity-the-developers-who-resist-agentic-coding.html https://www.youtube.com/watch?v=OQSNhk5ICTI Thanks to Jesse Miller for production and mastering and Nate Mechler for research and newsletter. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Reflections from host Sarah Olivieri ... The Hidden Cost of "Efficient" Leadership Most nonprofit leaders I work with want to move faster, decide cleaner, and hold the standard. From the outside, that looks responsible. From the inside, something else is usually happening. When a leader skips the relational work because it feels slow, the cost doesn't disappear. It moves. It shows up later as rework, attrition, board friction, and team members who go quiet in meetings because they have stopped expecting to be heard. The bill comes due downstream, where it is harder to trace. The truth is, the time you spend being human with your team is not extra. It is the infrastructure that makes everything else faster. Source of Insight I've been thinking a lot about this lately. I recently had a conversation about exactly this with Yerachmiel Stern, the executive director of Pesach Tikvah, and it was an important reminder to me that there are still many leaders out there who think compassion is "soft" and a "waste of time". Those leaders are missing out on the important role compassion plays in a well run, highly effective organization. The Tone You Set Is the System You Get The single most underrated piece of organizational design is the emotional state of the leader walking into the room. Not the agenda. Not the org chart. The leader's tone. When a leader walks in, regulated, warm, and present, the team's nervous system gets a signal: it's safe to think out loud here. Hard things can be named here. Mistakes can surface here without triggering self-protection. That signal is doing real operational work. It is shortening the time between a problem appearing and a problem getting solved. When a leader walks in tight, transactional, or performatively calm, the team picks that up too. People stop volunteering information. Decisions move underground. The same problems take three meetings to surface that should have taken one. In short: The leader's nervous system sets the team's nervous system. That isn't a vibe. It's a throughput metric. Information moves faster in a regulated room than a guarded one. This is why "read the room" is not a soft skill. It is a leadership requirement. Before you open your mouth in a meeting, you are already leading. The Goalposts Question One of the cleaner ways to diagnose whether a leader is operating from infrastructure or from extraction is to watch what happens when a team member brings a request that doesn't fit the existing rule. The old reflex is to point at the rule. Policy says no. Budget says no. We don't do that here. The infrastructure-minded leader asks a different question:  "Is this rule still serving the outcome we actually want, or is it serving the convenience of saying no?" Sometimes the answer is genuinely no, and the leader holds the line. Often the rule was set in a different context, the request is reasonable, and the cost of saying yes is much smaller than the goodwill you lose by reflexively saying no. In short: Rules are tools, not identities. When the rule no longer serves the outcome, the rule is the problem. Saying yes when you can is a form of system maintenance. This isn't about being a pushover. It is about staying connected to why the rule existed in the first place. Hiring for the Heart, Not the Resume Conventional hiring asks: Have you done this exact job before? It optimizes for risk reduction. It also reliably under-selects for the people who would have been excellent in the role with a slightly different background. Relational hiring asks a different question: what does this person actually want to do, and is that aligned with what we need done? The shift sounds soft. It is not. It is one of the highest-leverage operational moves a CEO or executive director can make. People who are doing work that matches what they actually want to do produce more, stay longer, and require less management. People who are doing work they took because it was available produce less, leave sooner, and require constant supervision. In short: Match the heart to the role. Heart-aligned hires need less management. Heart-misaligned hires cost twice: once in their tenure, once in the rehire. You will not get this right every time. Nobody does. But shifting the question from "have you done this" to "do you want to do this" changes your hiring math permanently. (For more on the underlying skill of leading with this kind of attunement, see) The Power of Soft Skills for Nonprofit Leaders. Compassionate Release The harder version of this same principle shows up in firing. Most leaders avoid letting someone go for too long. They tell themselves they are being compassionate. The person needs the job. The team is already stretched. The performance gap isn't catastrophic. We'll give it another quarter. What is actually happening, in most of these situations, is that the person being kept in the wrong role already knows. Their nervous system knows. Their family knows. The team knows. Everyone is in a quiet, low-grade limbo that costs energy from every direction at once. When the leader finally has the conversation, the most common response isn't anger. It's relief. Sometimes spoken, sometimes not. The person was waiting to be released from a fit that was never going to work, and they were too loyal, too scared, or too tired to release themselves. I call this a compassionate release. The compassion is in the clarity, not in the delay. In short: Limbo is more painful than a clean ending. Delay is a form of harm dressed up as kindness. Compassionate release ends the cost on both sides. Holding someone in a misfit role isn't generosity. It's a tax everyone is paying, and the longest-paying account is the person you think you're protecting. The Ford and the Cadillac There is a version of nonprofit leadership that aims for "good enough." The reasoning sounds responsible. We don't have unlimited resources. We can't deliver gold-standard service to every client. We have to triage. We have to be realistic. This framing adds risk. The math isn't wrong. The framing is. It confuses two different things: what you can deliver structurally, and how you deliver what you have. Two organizations can offer the exact same baseline service, and one will feel like an extraordinary experience and the other will feel like a transaction. The difference isn't the budget. The difference is the personal touch wrapped around the delivery. One line from my conversation with Yerachmiel stayed with me: "If you give the clients that personal touch, the Ford could be better than the Cadillac." What I appreciate about this framing is that it explains the mechanism. The personal touch is what converts a service into a relationship. The relationship is what produces retention, referrals, advocacy, and the willingness to come back when things get hard. None of that requires more money. All of it requires presence. I had this experience recently in an emergency room. The equipment was advanced. The diagnostics were thorough. The most meaningful 30 seconds of the entire visit was a staff member taking a breath, asking how I was doing, and telling me my chair could recline. He delivered the most excellent service of the visit, and it cost him nothing. That is the Ford becoming the Cadillac. The structure didn't change. The presence did. When Going Slow Is Going Fast The hardest piece of this for high-performing leaders to internalize is that the relational work, which feels slow, is what creates the speed. I learned this with my own son, who is on the autism spectrum and has ADHD, dyslexia, dysgraphia, and anxiety. The clinicians who took an extra five minutes to let him regulate consistently finished on time. The clinicians who tried to muscle through and just hold him still consistently turned a 30-minute appointment into a two-hour event. Sometimes the visit had to be rescheduled at a different office entirely. The "fast" approach was the slowest approach. The "slow" approach was actually the fastest one. The math is unambiguous once you start counting all the hours, not just the visible ones. In short: The relational time isn't extra. It's structural. Skipping it doesn't save time. It moves the cost. Going slow at the start is what produces speed at the finish. This same pattern shows up everywhere a nonprofit leader operates. With board members. With staff. With donors. With clients. The minutes you invest in being a person before you are a transaction are the minutes that compound. Humility Is a Confidence Move There is an older model of leadership that equates confidence with never apologizing, never being wrong, and never being visibly uncertain. It's still around, and it's slowly being retired for a good reason. Confidence in a leadership role isn't the absence of mistakes. It is the willingness to absorb the final responsibility for the outcome, mistakes included. When the team trusts that the leader will carry the weight at the macro level, the leader is then free to be humble and openly learn at the everyday level. That doesn't subtract from authority. It deepens it. People follow humans, not personas. (For more on this, see The Power of Vulnerability with Becca Pearce.) What This Makes Possible When compassion is treated as infrastructure rather than personality, a few things shift. What shifts: Meetings get shorter because information surfaces faster. Hiring gets cleaner because you're matching hearts to roles, not resumes to slots. Firing gets kinder because delay stops getting confused with mercy. Service quality goes up without the budget going up. The leader stops carrying the team's nervous system as a second job. None of this is about being softer. It is about understanding what creates throughput in a human system, and building for it on purpose. It's Work That Compounds… and we like that This isn't about doing less work. It's about doing work that compounds. Nonprofits can run on compassion and run on time. They can hold high standards and hold their people. They can deliver excellent service without spending more. Not by pushing harder, but by building systems that treat human connection as the structural asset it actually is. About the Guest Yerachmiel Stern is the Executive Director of Pesach Tikvah, where he has dedicated his career to expanding access to quality mental health care. Before stepping into this role, he spent a decade as Borough Park Clinics Director, bringing affordable, sophisticated services to underserved neighborhoods. A Touro University graduate, he began at Pesach Tikvah as an intern and counselor, later becoming known for his work with children and his expertise across multiple therapeutic modalities. Today, Mr. Stern is leading the organization into its 40th year, advancing excellence in mental health and developmental disability services.  Connect with Yerachmiel: Www.pesachtikvah.org Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

Welcome back to another episode of the unSeminary podcast. Today we're joined by Hal Mayer, a coach and consultant who works with pastors and business leaders to help them grow healthy teams without burning out. With decades of ministry experience and a background in coaching, Hal brings actionable insights into one of the most common leadership challenges: how to move a team from passive compliance to active engagement. Are you carrying too much of the leadership load yourself? Feeling like you're the only one coming up with ideas or pushing things forward? In this conversation, Hal shares a simple but effective framework to help leaders shift from telling to asking—and unlock the potential of their teams. Why teams become disengaged. // One of the most common frustrations leaders express is that their team feels stagnant or unmotivated. Hal suggests this is often not a team problem but a leadership problem. When leaders consistently provide the answers, shut down ideas, or unintentionally reward passivity, team members learn that their input isn't needed. Over time, they stop contributing and simply comply. What appears as laziness is often the result of a system that has trained people not to engage. From answer-giver to question-asker. // Many leaders are promoted because they have strong ideas and can solve problems quickly. However, if they continue operating as the “answer person,” they eventually limit both their own capacity and the development of their team. Hal emphasizes that asking better questions is the key to unlocking engagement. Questions reveal what team members understand, help them think critically, and shift ownership of solutions back to them. When people help create the solution, their investment in execution increases dramatically. The Smart Ask framework. // Hal introduces a practical coaching framework called Smart Ask, designed to guide conversations that lead to action. The process begins broadly by asking, “What issues are you facing?” This allows team members to surface their own challenges and become more self-aware. From there, the leader helps narrow the focus by identifying one clear goal for the conversation—something the person can act on immediately. Next comes a pivotal question: “If you could try anything, what would you do?” This opens up creativity and removes internal barriers that might limit thinking. From there, the conversation moves toward selecting one idea, identifying potential roadblocks, and outlining specific next steps. By the end, the team member leaves with a clear, self-generated action plan. Why buy-in matters more than the idea. // Even a great idea will underperform if the person responsible for executing it isn't fully invested. Conversely, a slightly weaker idea can produce better results if the team member has full ownership and enthusiasm. Engagement drives execution. When leaders consistently choose their own ideas over their team's, they unintentionally lower buy-in and limit results. Coaching toward self-leadership. // Over time, consistently using questions develops leaders who can think and solve problems independently. Hal describes the ultimate goal as “self-coaching” where team members begin asking themselves the same questions and generating solutions without needing constant input. This not only reduces the leader's workload but also builds a stronger, more capable team. Balancing development and delegation. // Hal cautions that delegation is not the first step. Rather, it's the result of development. Leaders must invest time in coaching and guiding their team before handing off responsibility. Skipping this process leads to frustration and failure. However, when leaders take the time to develop people through intentional questions and feedback, they create a foundation for effective delegation and long-term growth. Recognizing true engagement. // Leaders can spot engagement by watching for energy, initiative, and ownership. Engaged team members proactively solve problems, follow through on ideas, and bring solutions rather than just concerns. In contrast, disengagement shows up as slow execution, repeated questions, or a lack of enthusiasm. These are signals that more coaching, and better questions, are needed. Leading with humility and transparency. // For leaders who recognize they've been over-directing, Hal encourages a simple starting point: acknowledge it. Telling your team, “I've been giving too many answers, and I want to change that,” creates trust and opens the door for a new dynamic. This kind of vulnerability invites feedback and helps reset expectations for how the team will function moving forward. To learn more about Hal Mayer and his resources—including Smart Ask and The Coaching Playbook—visit halmayer.com or find his books on Amazon. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you are tuned in to today’s episode. Man, we’ve got something super helpful for us. It’s one of these areas that many of us spend lots of time doing, but we maybe haven’t taken a step back and think thought about what do we do in coaching relationships? We all are involved in coaching staff and people on our teams. And today we want to help you with some practical steps to make that even better. Rich Birch — Excited to have Hal Mayer with us. He’s a coach and consultant for both businesses and business leaders and pastors who want to grow but don’t want to burn out. He’s authored a few books, including “Smart Ask”, “The Coaching Playbook”, and excited to have Hal on the episode today. Welcome. So glad you’re here.Hal Mayer — It’s good to be here, Rich. I’ve been a fan on the sidelines for years, and unSeminary was so good because I did the seminary thing, and I did all the stuff, and you’re right. There’s so many things we didn’t talk about there that you help us prepare for, so thank you for what you’re doing.Rich Birch — Oh, that’s super exciting. That’s kind of you to say, but I'm I’m really looking forward to today’s conversation. It’s been a while coming and so excited. We bumped into each other at the Exponential conference this year.Hal Mayer — Yeah.Rich Birch — Shout out to Exponential. I was like, we got to get you on. So excited that you’re here today. Well, why don’t we kind of start. Give us kind of the Hal background. Tell us for folks that don’t know, you know, you give us the kind of the 90 second, this is who Hal is conversation.Hal Mayer — Yeah, I, ah goodness, was born up north, came to faith in Georgia in high school. We moved down there, played basketball in college, and then coached for about five years. Married Sandy, moved off to seminary, finished that up, and I’ve been in Florida since ’84, serving in churches from the size of 200 to 12,000. Rich Birch — Love it. Hal Mayer — So all over the yard, and also do some business coaching in the middle of that.Rich Birch — Yeah, it’s so good. Yeah. And I’m, I really, that’s really what I want to tap in today. You spend your days coaching both pastors and businesses leaders, like we talked about that. Rich Birch — When, when someone first sits down with you, I want to kind of use the fact that you have a lot of these conversations today to help our listeners kind of take advantage of you. When someone first sits down with you, what’s like a common version of stuck that you hear, whether it’s a pastor or maybe a business leader, like do you hear common themes with folks.Hal Mayer — Yeah, you know, probably the most common thing I hear is our team’s stuck, our team’s stagnant. And I’ll say, what do you mean by that? And they’ll often say something that relates to this of, I have to come up with all the ideas. It seems like I’m the only one pushing the team to get going. I’m the only one with the ideas. They just seem often lazy, or they’re not doing it. What do I do to engage them?Rich Birch — Right. Love that. Well, man, I wish I hadn’t thought that. I haven’t thought that as a leader over the years. What what, so then take us the next step from there. What what, as you’re kind of coaching someone, I’m assuming as a leader, you know, I, or one of my convictions is our teams are a by-product of our leadership… Hal Mayer — Yeah. Rich Birch — …and we’re leading in a way that’s leading them to act that way. So what what leads our people to be like that?Hal Mayer — Yeah, I think it’s the leader. And that’s the fun thing to do. As a parent, I loved watching my kids do something that was dumb, but they repeated it, and it’s because it was rewarded.Hal Mayer — So I watch team members disengage because they come up with an idea and it gets shot down. Or they ask everybody in the room the idea and it’s only the leader’s idea they go with. And when that happens, they they kind of go, well, I guess we’re just here to hear his ideas. And they start pulling back and not engaging and just being compliant.Rich Birch — Interesting. I remember years ago we had a coach in who said who said to us, this is when I was on the senior leadership team of a fairly large church, fast growing. We were like four or 5,000 people at the time. And he spent a bunch of time with our ah you know with our team, with us.Rich Birch — And ah he looked at us and he said, listen, you guys answer way too many questions. You need to be asking more questions than answering questions.Rich Birch — And that was a pivotal you know changing moment for me as a leader. I was like, oh, Oh my word, that is so true. Talk us through that dynamic of, you know, asking the right questions versus always being the answer man or the answer person.Hal Mayer — You know, we usually get promoted because we did the job well or we have the answers. If we continue in that framework, one day we will run out of the answers, but let’s say we’re in that framework. I’m not developing anybody if it’s only my ideas we’re using. And if we’re only using my ideas, they’ve got ideas, but they’re dying. So what I encourage and push guys to do is exactly what you said, ask questions. Hal Mayer — I mean, questions will do a couple things. One, it will tell me what they understand. I mean, do they really understand the problem? I say, tell me what’s going on. Okay. What do you see here? And all that. It tells me, do they understand the problem? And I may have to probe some more, but I want them solving things that I find out about later. And to do that, I’ve got to lead different. Hal Mayer — For me, we were in a fast growing church in South Florida. And I was the answer man. And what I realized was I’m working harder and harder and I’m not developing people. So I started stepping back and then learning this principle and started asking questions, looking for their engagement. Here’s what I found. When they had the answer or they got to do what they wanted to do, their engagement went way up.Hal Mayer — So for me, not only did it go up, they began to develop. And I’ve had somebody say, well, I don’t have time to develop people. He said, in fact, if I develop them, they’ll just leave me. I say, yeah, yeah you know, it’s worse is if you don’t develop them, they stay, right? Right.Rich Birch — Right. Exactly.Hal Mayer — So I found this to be a tool for development: asking questions.Rich Birch — Okay, that’s cool. I, like talk to me more about engagement. What would be some telltale signs for you of like someone who’s really engaged, fully engaged versus, you know, when your team isn’t as engaged? Because maybe we’re having a hard time even discerning what that looks like.Hal Mayer — Yeah, I I mean, if they’re slow walking the solve that we came up with, if there’s no passion around it, if there’s no energy going in it, and I find myself even answering the same question over and over, I’m realizing more and more, I don’t have engagement. I’ve got compliance. And I really want them engaged and dialing in to what we’re doing. And to get that, I’m going to have to get them on the same page.Rich Birch — Well, and then obviously questions are at at a core of this. And a part of what I love about your resource, “The Smart Ask” or just “Smart Ask” is this framework, it’s it’s, you know, it’s simple… Hal Mayer — Yes. Rich Birch — …but powerful. So why don’t you kind of talk us through the Smart Ask framework? What’s kind of the basic arc that you try to walk someone through?Hal Mayer — Very good.Rich Birch — Coach us through that. Talk us through what that looks like.Hal Mayer — I start very broad and I’ll say, and by the way, I take notes, but at the end I give them the notes and I’ll explain that in a minute. Rich Birch — Okay.Hal Mayer — So I'll I’ll ask permission, can I take some notes? And they’ll say, sure. And I say, I’m going to give them to you. But our first question is, what are the issues you’re facing right now? And let them just elevate them out. Let them say everything they want to say, every problem they’ve got.Hal Mayer — And then I’d say looking at these problems, is what’s one goal that we could have for our time today? Now, what that does is it focuses it on a goal and what they’re going to do, not on me. It can’t be, how could you find me 10 more leaders? That’s not something we can do in that meeting.Rich Birch — Right.Hal Mayer — So I want a goal from them, something they can do when they leave the meeting. And so they say, you know what? I want to face this volunteer engagement. In fact, I use the illustration from the book about a preschool lady who said, I need 30 more volunteers to serve in preschool. And I said, well, I can’t get that for you now. So her goal was come up with an idea that I could engage 30 more people. And then I’d go with this.Hal Mayer — Okay. If you could do anything, what would you try? Yeah. And of course, the first, she says, anything? She said, yeah. She said, I’ll pay them $1,000 a piece. I said, okay.Rich Birch — Right.Hal Mayer — And I just write it down to go ahead and get that out and get them moving on to the next thing. Rich Birch — Right. Hal Mayer — And they run through things. And I listen, I’ve got to be careful not to go, oh, that’s a really good one. But let them talk about it. And as they get through, if I’ve got something at the end, I mean, as they’re going, I’ll go, anything else you could try? Anything else you could try? And you feel like you’re asking that too much, but what you’re doing is just unpacking all of it. If I’ve got an idea, I can add that in, but I don’t give any passion to it because I don’t want to control.Hal Mayer — Then I’ll say, now look at these. Which one of these ideas would you like to explore further? And they’ll look, and this lady said, I want to explore the one about a lemonade stand in the lobby, which I thought was a dumb idea. I didn’t tell her that, but I thought, aaaah.Rich Birch — Right.Hal Mayer — So then I said, okay, what potential roadblocks? Well, I’ve got to talk to leadership. Okay, what else? And they talk about that. And any detours?Hal Mayer — Well, if this happens, we’re walking through solving the problem before it approaches, right? And then the last thing I said, okay, if you’re going to do this, what will it look like? And we list out six or eight things. And I say, okay, let me know like it goes. And hand her the paper. In this case, I said, hey, listen, let me know on Instagram how it went. Rich Birch — Oh, nice.Hal Mayer — So the next week she picked up 40 new workers. And this was a very large church. Rich Birch — Wow.Hal Mayer — She picked up 40 workers with this idea, because it was hers. And to me, it was crazy. It worked. Hal Mayer — But so the the framework is you’re starting broad and you’re narrowing down. And I’m actually getting a set of to-dos and objectives. One, two, three, four, five. Then I hand them that. They’ve got their plan. All going to do is execute it. And they develop it when I’m asking them questions. Rich Birch — Yeah, I love that. Hal Mayer — Now, let me tell one of the advantages of that too.Rich Birch — Yeah.Hal Mayer — If I use that enough with them, there’s going to be a time when they come to me and say, and want to talk to me and I’m not available. They’ll say, well all he was going to do is ask questions. Rich Birch — Right.Hal Mayer — And they start going through the questions and they start self-coaching is what they do. And that’s the end game. That’s what I want. And by the way, when I use questions with people, I explain to them what I just did. So they can then take it and use it somewhere else.Rich Birch — Yeah, that’s cool. I’d love to start right back at the beginning. Hal Mayer — Sure.Rich Birch — I love this idea of really starting at a wide open. Hey, what challenges are you facing today? I think too often if we’re, I’m thinking in kind of the one-on-one situation, maybe I’m an executive pastor at a church of 1,500. One of my people comes to me and I go to that conversation, and I’ve got five things I want to talk to them about. Hal Mayer — Right. Rich Birch — But I love, you know, starting with what challenges are you facing? What happens if we skip that with people? If we if we don’t start there, I’m sure we get, you know, we end up in all kinds of bad places. Talk us through why you encourage people to start with that question.Hal Mayer — Especially early on when you’re coaching folks, because as they go later, they’ll kind of work through that, no, that’s the framework I’m going to work with. And they’ll come up with their biggest issue. But the reason I do that, I want to show this value to everything they’re facing. And I want them to elevate it, not me tell them what they’re doing, so they become more self-aware.Hal Mayer — Now, if they don’t list one of the things I see as an issue, I may say, and what about this? Is this an issue for you? Oh, yeah, that too. I just don’t want to put a lot of passion on it because then they’ll do what I want. And I want them to do something they’re passionate about because the framework just means I’m going to get more from it.Rich Birch — Yeah, that’s cool. That that’s a key lesson. I think particularly for first-time managers or people who haven’t managed a lot of people before, we don’t realize the weight of our voice, right? Hal Mayer — Right.Rich Birch — If we, you know, even by saying like, oh yeah, you’re right. That’s a good idea. Then all of a sudden they’re running with that idea just because you indicated it. That’s an interesting thing. That’s interesting. Rich Birch — Now one of the, I mean, you kind of pulled it apart, but I would love to double click on it there. To me, as I go through your framework, I can imagine, that, hey, “what if you could try anything” is a is a pivotal moment, is kind of a turning point, it is an important question. Why is that and so important? Maybe give us another example. I love the idea when you talked through with the lemonade stand, but talk us through why that’s so important and what does that unlock as we’re interacting with our teams and people?Hal Mayer — That’s a great question because what will happen there is if we don’t ask that question, ah it’s “what if you could try anything”, they may be in the back of their mind have something they go I can’t try that. So they keep trying to think somewhere else. Just get it out on paper.Hal Mayer — It’s like when I feel stressed or something, I just list everything that I’m dealing with and then I can focus on one thing.Hal Mayer — But I allow them to get it all out at that point of trying this and trying that. And usually what will happen is they’ll come up with six or seven ideas. And I say, “and what else” a lot? And it seems like I’m saying a lot, but is when they’re in the zone, they’re answering, well, could try this. Well, could try that. I could try this. And then I find which one they have the most energy around because that’s what they want to do.Rich Birch — Yeah. And obviously you would, you observe that, that energy and you’re like, Hey, it seems like this one, tell me more about that.Hal Mayer — No, no I don’t I don’t do that.Rich Birch — Oh okay. Okay. Talk to me about that.Hal Mayer — What I do is I say, okay, which one of these seven things would you like to try?Rich Birch — Okay.Hal Mayer — Once they identify it, then I say, okay, tell me more about that. What would that look… Why do you want to try? And and then we dive into that.Rich Birch — Okay. One of the things that this strikes me, and this, when I read, again, friends, you should pick up a copy of of this book and there’s a playbook as well I want to talk about. But but I think this could be ah a huge gift for…Just this week, two days ago, I was talking to somebody who, they asked me, they said, hey, what should I be doing in my one-on-ones? I’ve got these staff, what should I be doing with them? And I thought of this framework. Rich Birch — So I think the part of what I love that you’re driving towards is is buy-in. At least my, my my impression as an outsider looking in is that this would really increase the buy-in of my staff. Talk me through, you know, the connection there between buy-in and moving the organization forward and that sort of thing. What, how does that help us think through those issues? Hal Mayer — Yeah. I’m going to bring up the equation I use in the book, the buy-in equation, or the engagement question, whatever that is. I was a math teacher in a former life. So PBI, possible value of an idea, times BI, the buy-in, equals their ROI.Hal Mayer — Now, let’s say, you know, we’ve we’re we’ve got, you’re my boss and I’m doing student ministry and you have an idea because you did student ministry and all that. Your idea out of one 10, it’s going to at least be a nine. I mean, you’re Rich Birch. I mean, you have all the answers.Hal Mayer — Now me doing it, I don’t get any input on it. So I will comply. I will do it, but my buy-in is probably going to be about a three. I’ll do what you ask, but there’s not going be a passion with it. So 3 times your 9 idea is a 27. Hal Mayer — However, let’s say I come up with an idea and it’s not going as good as yours. In fact, it’s a only two thirds as good as yours. It’s a 6, but what’s my buying going to be if it’s my idea? It’s a 10.Rich Birch — A lot higher. Yeah.Hal Mayer — That’s a 60. So there’s a 60 ROI to my buy-in because of my buy-in as opposed to a 27. Now you had the better idea, but buy-in is what gets it done. We’ve seen that over and over again. When people are bought in on something, they often they’ll make a bad idea work. We’ve seen that.Hal Mayer — So for me, that’s what I want. I want full engagement. And when they know that they get to do their ideas, people are much more engaged than they’re running around doing mine. Rich Birch — Yeah, that’s so true. As a coach, somebody who obviously I coach people full time now and and that is you’ve you’ve named something there that I think is critically important and that oftentimes like I can’t coach people who don’t want to be coached.Hal Mayer — Right.Rich Birch — Right? Like if they’re not bought in, if they don’t think this will help. And, you know, I’ve said in other contexts, I’ve been like, man, the the leaders who who apply the frameworks we’re talking about are seeing great results. And those that are applying, the majority of them are seeing, but a lot of it is just their own buy-in on these issues. Hal Mayer — Right.Rich Birch — There might be a leader that’s listening in today that’s like, okay, this all sounds good, but like, what if my people just have bad ideas? Like, and if, if it’s going to push us in the wrong direction, like it’s one thing to be like, tell me seven ideas. All seven of those are crappy and they’re going to, we’re going to end up somewhere where I don’t want us to end up as it. How do I steer somebody back towards better direction?Hal Mayer — Yeah. One the things before I give people full leash or full run on something is I want to check out their readiness for it. For example, if I want to do brain surgery, I may be excited. I may have done AI search on it and Claude said, do it this way and all that. But I’m not ready for that. It wouldn’t take but a second to find that out. I found that out in high school. I went, so I worked at a gas station where they actually worked on cars too. And I saw a guy fixing the valve. So I went home and took my 1960s Comet and tightened the valves down and ended up having to get a valve job. Hal Mayer — I was excited. I was passionate, but I wasn’t ready. So if you don’t have people who are ready, you cannot hand it off to them. They must be developed some. They’ve got to have some experience. To hire somebody in fresh who’s never done it before and start leading with questions is like leading me with questions in how to operate. I wouldn’t have a clue. I’d be most excited about cutting. No, stop.Hal Mayer — However, questions also help draw focus. And sometimes the reason they don’t have ideas, is we haven’t focused them.Hal Mayer — I learned this with a physical metaphor. Somebody told me it would work. My son, pretty good basketball player. I had him out driveway. I said, son, see how many shots you can make out of 10? And so what that basically did was put a little pressure on, right? And he’s a good, so he shot four out of 10 from the three point line.Hal Mayer — I said, okay, let’s forget about how many you’re making and just shoot and answer my questions. I said, okay, what do you notice? All right, what do you notice about the ball? What do you notice about the ball? He hit 10 in a row. And what I discovered was, you know, you college athletes who will shoot seven out of 10 in a game, but in practice hit 20 in a row. It’s the fog of war or whatever.Hal Mayer — And so with employees, sometimes we haven’t asked enough questions. to get through that. However, we could also have some people who aren’t ready to lead. It’s not fair to expect them to come up with good ideas. They haven’t done anything. So both edges on that. Hal Mayer — And at the end of the day, all of the employees I have are my fault. And if I haven’t developed them, that’s on me, right?Rich Birch — Right. Yeah, that’s good. Talk to me about, so I feel like there are, lead there’s leaders on our teams or there’s people that are listening in today that think they’ve got buy-in, but they really actually don’t. They think their teams are really with them, but they don’t. How, what advice could you give us to try to spot the difference around buy-in that’s not actually there? Like I keep kind of bumping into this wall. How can, how can we spot that?Hal Mayer — You know I look for people who are solving problems. Are they solving them and telling me about it later? Are they coming to me with every problem? Because that means I’m still solving. Buy-in has to do with the passion and the ability to finish something. It doesn’t mean you work until 9 o’clock every night, but it does mean you manage to get the ball across the line.Hal Mayer — So when I watch a lack of energy around an idea or somebody slow walking it. Or maybe somebody asking questions that really aren’t, that are just curmudgeon questions. They’re asking questions just to find every hole that’s wrong. I mean, everything that you can find, well, suppose that doesn’t work. Suppose… That’s not buy-in because for me, my challenge is always, don’t tell me what won’t work or tell me what’s not working. Give me an idea of what we might try. At least then we’re thinking in solutions and not just problems.Rich Birch — That’s good. That’s really good. So a big part of scaling any organization, a growing church, a growing business is delegation, is leaders figuring out how to give away things they’re doing. I’ve said this in so many contexts, you know, roll this clock forward. The majority of what you’re doing, we need to figure out how to give to someone else… Hal Mayer — Right. Rich Birch — …how to empower a volunteer or another staff member to pick that up. How does asking better questions change the way we hand off responsibility to other people? How how does it help in that transaction?Hal Mayer — You know, I'm a big fan of Ken Blanchard and the book “Situational Leadership”.Hal Mayer — And I used to train that with a corporation. And one of the things I watch is people like to start people and like to delegate. But when they leave off the coaching in between, it’s not delegation, it’s abdication. And people fail. Hal Mayer — I go, what’s wrong? They said they understood. Well, you stay engaged. I mean, you give them a task. You stay engaged. You’re asking questions. Soon, you’re no longer asking questions to to help them figure out what to do. You’re just asking questions to draw focus. And then you know they’re ready. You can hand it off to them. Hal Mayer — But you’re right. If we’re not finding a way to delegate, but delegation is not the first step nor the second. It’s more like the fourth, right? You watch me. We do it together. I watch you. You’re doing it. However you want to call that. But it takes more engagement. Hal Mayer — People say, well I don’t have time for that. Well, here’s the deal. You can pay me now or you’ll pay me later. But you’re going to pay me. If you’re if you’re not developing people, you’re going to run into a system where you’ve got a bunch of people who don’t know how to think and do. And that’s on you.Rich Birch — True. Yeah, that’s so true. And if we don’t start that process, hey, you watch me, we do together. And if we don’t start that process today, we’ll never get there. And so it takes time. But we’ve got to, you know, that’s, that’s what it we just constantly have to repeat that over and over and over in our areas. I love that. So let’s talk more specifically about the books specifically. So it’s “Smart Ask: Questions that lead your team to win.” Where can we pick up copies of this? If people are looking, because I think this is not a huge book. It’s, you know, if you’re watching on video, it’s just a little thin one, but it’s got, it’s one of these ones. It’s a quick read. You could literally give it to a team member and say, hey, let’s read through this. And then we’re going to talk about it next week. I’d love to get your thoughts on it. But talk to us kind of, when why did you put this together in a book form?Hal Mayer — Well, I was training it and people kept asking me questions. And the only reason I write books is to stop answering all the questions I get asked, right? Is to put it out there. I mean, Seth Godin’s idea of a long tail, right? I want it to last when when I put a book out there.Hal Mayer — So “Smart Ask” is on Amazon, but it was created for the purpose to to help people, after I’ve used it in coaching, to be able to take it then and train their teams. Because it dives in also to the why it works and and such as that. But you’re right, intentionally a short book because I like short books and there you go.Rich Birch — Well, and we all, you know, I can say this as an author, that we’re tempted when we write to be like, well, I’m just going to stuff a bunch of other stuff in there.Rich Birch — But this is, it’s to the point, it’s it’s focused, it’s a great training material, I think, like you say, for you know for our entire team.Hal Mayer — Right.Rich Birch — But then you also put together a playbook. Talk us through how this is different than just the standard book.Hal Mayer — Well, my daughter-in-law, Chrissy, Chrissy Mayer, married to my son. She’s a pastor over to church in Tampa, Grace Family Church. And she said, why don’t you create a handbook for it? And you know what I said? Why don’t you do that?Rich Birch — That sounds like a great idea for you.Hal Mayer — So I said, that sounds like great idea. Once you create the framework, I’ll get it published on. So she did the work and we got together and we put it there. And the reason for it is you can take your coaching conversation, it has all the questions in it. It’s got lines you can write answers. And it gives you a chance to keep up. And I would probably take a picture and send the person they’re the the answers they gave to the questions or whatever like that. It just helps you stay on track. So you’ve got all the questions right there.Rich Birch — And yeah, talk us through the the handing off of the notes back to someone. I think that’s a great move. Hal Mayer — Yeah.Rich Birch — Talk us through why that’s important. Why is that such a critical piece of the puzzle?Hal Mayer — Well people are so used to us building files on them. And you’re going to put that in my file to show that I didn’t know what to do? And so I asked for permission on the front end to take notes. Now, if I’m the boss, I’ll do take notes if I want to. But I I won’t and I won’t if they say no, though. So I’m I’m really giving it to them. And I tell them, I’m going to give you these at the end because I don’t want them taking notes. I want them talking. I want their full engagement with me. And you can’t get that while they’re writing.Rich Birch — That’s good.Hal Mayer — So I said, you just pay attention to me. I’ll take the notes and I’ll give you them at the end. Then you hand them at the end and they’ve got their execution plan.Hal Mayer — So my meeting with them, usually it’s a 30-minute meeting and land with an execution plan that gets handed to them and they go back and do the work. So it pulls them into full engagement. They’re not getting distracted by trying to write down everything or slow play that way. So I’m taking notes again, putting value to them. Hal Mayer — When when they’re the hero, right, and I’m the guide, what I’m doing is is setting them up. And when you take notes on somebody, that means something to them. Rich Birch — Right, right. Hal Mayer — So that’s where I am. Rich Birch — Yeah, that’s cool. Now, what about, so one of the tensions I have found in my one-on-ones is wanna make sure that I’m doing all the other stuff: caring for them, you know releasing, you know I guess, finding barriers that that I can pull apart for them and say like, hey, here’s some stuff. Yeah, I’m gonna take some to…Hal Mayer — Right.Rich Birch — And I’ve said to my team in the past, hey, I’m hoping that you don’t walk away from this with a bunch of to-dos. That’s not the the goal of today. I want to help you. And I know you got a lot going on. I don’t want to just dump on you today. And so how do you avoid that in this framework that we don’t end up with? Okay. Every time they meet with Hal, now I’ve just ended up with a plan that I just, gosh, I just gave myself more work to do. How do you, how do you, do you understand that tension?Hal Mayer — Yeah, I don’t do this every meeting with them.Rich Birch — Okay.Hal Mayer —  The meetings on there. And I, you know, I’ll check in. How are you doing? One the things I i really want to pay attention to is the emotional, soul, health of the individual.Rich Birch — Yeah, that’s good.Hal Mayer — Because we’ve got people facing burnout today. So I’ll ask them, you know, tell me on a scale of one to 10, what are you feeling? You feel like you want a 1 being I want to go home and go to bed, a 10 being let’s charge hell with water pistols. Right, that gives me a framework. The number doesn’t really matter. I just compare it each time to see if they’re tanking.Hal Mayer — The second thing I’ll ask for is give me a win in your private life, in your home.Rich Birch — That’s good.Hal Mayer — Give me a win in your ah ah ministry side because I want to get them on the positive run. And then I’ll say, anything you need from me. And this may be 15-minute meeting. But what it is is I’m checking in on them. If I have something I need them to do, sure, I can tell them. But I’m checking in on them, and ah that gives them value, right?Rich Birch — Yeah, that’s good. Yeah, that’s really good. That’s good. I love there’s, friends, as you’re listening and you can tell Hal’s done this a few times. And so, you know, it’s been such a great conversation for you. So if if I’m a church leader listening in today and I feel like, man, I’m doing way too much telling and not enough asking, where would I, and and maybe even my team has told me this.Hal Mayer — Yeah.Rich Birch — Where do I start? How do I start to shift that dynamic with my people? Because because you you you kind of set this up at the beginning of like the teams that are passively disengaged, they’re just waiting for for you to give the list of, okay, go do these 12 things and then come back. How do I shift that dynamic? Where do I start? If i if my analysis is, I think that I’ve actually done that to my team, ah where would we start?Hal Mayer — If I’m convinced of that, I start at this place and I’ve done this before. Guys, you know what? I’ve been running our meetings and coming up with the answers and that’s not fair. So what I want to do is pull back more and get your engagement. So I’m going to be asking questions. I need your engagement in this meeting and your ideas coming. And in fact, if you see me over talking, catch me one-on-one afterwards and give me some feedback because I’m open up the feedback loop then, right?Hal Mayer — But I will do some self-disclosure and just own it because here’s what I do know. If you don’t own it, they won’t recognize the difference later. For example, if I tell somebody, you know what, I’m going to work on asking more questions. Six months they go, wow, you’re asking more questions. If I don’t tell them, they’ll never at they’ll never notice. Sometimes you have to highlight it. Hey, I’m going to stop being the guy trying to be the smartest man in the room, and I’m going to do this.Rich Birch — Yeah. Yeah.Hal Mayer — People get, vulnerability from a leader is a great thing, right? Own their stuff, but come up with some resources ah to help them, so so you’re asking more questions.Rich Birch — Yeah, that’s good. I like that. I like i think that’s a keen insight, that not just like shifting the behavior, but actually pointing to it like, hey, as a person, I’m changing. And the implicit, the great kind of ninja move you’re doing there is like, and therefore I need you to change because, you know, what?Hal Mayer — Right. Right.Rich Birch — I’m changing because I don’t think this is working. Implicit in that is I don’t think our relationship is structured correctly and we need to figure out a different way to do that. You don’t even need to necessarily say that. But but flagging that, hey, I need to change my approach, I think is a really smart move for sure. That’s you know that’s fantastic. Rich Birch — Well, as we’re coming down to land today’s episode, any kind of final words around this idea of asking, leading with questions rather than being the answer person all the time?Hal Mayer — Yeah, this model doesn’t mean you don’t ask offer suggestions. This model doesn’t mean you couldn’t collaborate to build it. It just means you can’t be the person always having the answer.Hal Mayer — And it’s engaging other people. And the thing you will find for me that I have found, when I truly am asking them for their ideas and we execute on their ideas, they’ll come back later and say, you know, I thought that was one of those conferences you went to that said ask questions.Hal Mayer — But you actually did execute on what we talked about. Then they’re more engaged because everybody wants has ideas and wants to be heard and wants to be a part. I think people are motivated. They’re just not motivated when we take over a meeting and and run everything, right? There’s an intrinsic motivation. There’s there’s something they want to do. They’re in ministry, not because they’re just wanting to plow through. They want to see a difference. Well, they’re in the business cycle.Rich Birch — Yeah. Yeah, that’s very true. And I think that’s a good reminder for us. I think sometimes we can get caught in the weeds of running Church World and we forget that like all these people have chosen to be here. They could be doing something else. Hal Mayer — Right.Rich Birch — And how do we bring the best out of them? And how do we, you’ve encouraged me to thinking about long term the long-term win, that really engagement, even if we have to walk through a couple of things that maybe are not the best, because… But if I can get engagement up with my team, man, that’s way better place than like, sure, we have the, it’s the, you know, it’s that perfect plan that’s poorly executed. We want to avoid that, you know, even an imperfect plan. But if it’s got tons of engagement behind it, man, there’s some gold there that we need to think more clearly about. That’s good. Love it. Hal Mayer — Yep.Rich Birch — Well, I want to send people to Amazon to pick up both of these. I think it’d be great. I really do think this could be the kind of book you could build a staff training around it, friends, really easily. You’ve got 15 staff. You could buy 15 copies of this and say, hey, you’re going to read this. And then we’re going to come to our you know team meeting in two months or whatever in a month. And we’re going to work through how do we ask better questions in our our training. That’s how it sticks out to me. Anywhere else we want to send people online to connect with you or to pick up copies of the book?Hal Mayer — You can catch my web website at halmayer.com. They can email me at hal@halmayer.com or I’m on the socials just as Hal Mayer. I, my son is Hal Mayer also, but I beat him to all of them. So I’m Hal Mayer on Instagram, Facebook, LinkedIn. It’s just /halmayer. So I win there.Rich Birch — Nice. Really appreciate you, Hal. You’re a good friend of leaders and I appreciate you being on today. Thanks for being here.Hal Mayer — Thanks, man. It’s been an honor.

Nathan, Matt, and David put a series of common running beliefs to the test in a round of Fact or Fiction. They dig into questions about training, biomechanics, and gear — weighing the evidence on everything from compression socks and treadmill incline settings to warmup routines, arch support, and what the research actually says about running efficiency and injury risk.Get your DOR Merch: https://doctors-of-running.myspreadshop.com/Rabbit is the presenting partner of our podcast. You can use code MAYDOCS10 to get 10% off your entire order of $50.00 or more. Note that the code is limited to one use per customer and can't be combined with other discounts. The code is active from 1st of every month to last day at 11:59PM PST, but don't worry because we'll be bringing you a new code every month. Shop now at https://www.runinrabbit.com.Our In For Testing segment is fueled by Skratch Labs! Get 20% off your first order from Skratch with code: DOCTORSOFRUNNING! https://www.skratchlabs.comChapters0:00 - Intro2:14 - In for Testing: Powered by Skratch Labs13:00 - Thoughts on Brooks shoes & perceived midsole softness25:08 - Fact or Fiction? You should stretch before running31:00 - Compression socks are good for foot movement and muscles33:18 - Putting a treadmill at 1% incline will emulate road running39:16 - Most overtraining injuries come down to nutrition45:56 - Speedwork is still good to do for senior runners47:40 - Having high arches means you need arch support & people with flat feet need barefoot shoes53:44 - Skipping warmup & cooldown increases injury risk58:14 - Running with a soft landing makes you more efficient & reduces injury risk

Why a ban on rent increases after the LA fires is coming to an end. How the Trump administration is affecting who's applying for Federal Student Aid. And a new exhibit at the Skirball Cultural Center shows how comic books are storytellers of American history. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

When and how many carbs are appropriate for my training schedule, weird legs in the background (like what, lol), skipping gym vs proper programming for recovery and more!SUMMER SWOLE SPECIALS: https://summerswole.com

Everyone is talking about hormones right now.Perimenopause, cortisol, adrenal fatigue, supplements, testing, replacement therapy, and balancing.Women are exhausted, overstimulated, snapping at their families, lying awake at night, running on coffee, crashing every afternoon, and wondering why nothing is changing, and the cycle continues...In this episode, I'm pulling back the curtain on what I see in my practice and why hormone symptoms are often pointing toward a deeper foundational issue.This is a conversation about blood sugar.Not diabetes and diagnoses, but the system your entire body runs on.We're walking through the patterns I see daily:Skipping meals and living off convenience foodsRunning on caffeine and pushing through exhaustionAfternoon crashes that affect mood and productivityNighttime cravings and overeatingAnxiety, irritability, overwhelm, and feeling “touched out”Why symptom chasing keeps people stuckI'm explaining why balancing hormones without stabilizing foundations can feel like putting a patch over a cracked house foundation.This episode is your reminder to stop chasing surface-level solutions and start asking better questions; healing starts with stability.SERVICES & MEMBERSHIPS:AdventurerSubstackCoffee Cafe How to Fix Your Energy Cravings and MoodFirst Steps ClinicBeholdWork With Dr. DanielleFoundational PackageComprehensive PackageAmazon StorefrontFREE RESOURCES:Register for the Blood Sugar BootcampBlood Sugar Bootcamp Prep series Private PodcastBlood Sugar Bootcamp VIP UpgradeBlood Sugar ExplorersTelegram - The Wilderness CafeDr. Danielle's Root Cause Reset Guide

most people set goals. very few people set intentions. and there's a massive difference.a goal lives in your head. an intention lives in your body. a goal says "i want this." an intention says "i am moving as this." one is a wish. the other is a direction your entire being aligns with before the thing even arrives.in this episode i talk about the real power of intention — not the watered down version you've seen on pinterest. i'm talking about the kind of intention that changes how you wake up in the morning. how you make decisions. how you carry yourself. how you respond when life tests you. the kind that programs your subconscious mind to filter for evidence of what you declared instead of evidence of what you're afraid of.when you set an intention from your body — not just your mind — your nervous system reorganizes around it. your choices start aligning without effort. opportunities show up that you didn't plan. people respond to you differently. not because you did something. because you became something.if you've been setting goals and not hitting them — you don't need a better strategy. you need a deeper intention. one your body actually believes.this episode shows you how to set one.

https://youtu.be/FDWmDBe3MFMSee omnystudio.com/listener for privacy information.

Navigating the world of tethered oral tissues (TOTs) can often feel like wading through murky waters. With so much conflicting information out there, it's incredibly easy for clinicians to fall into the trap of letting a visual anatomical structure dictate their entire treatment plan. But looking at a tongue or lip tie doesn't tell you the whole story.In this solo episode, Hallie Bulkin dives deep into the complexities of diagnosing and treating tethered oral tissues during feeding evaluations. She pulls back the curtain on why presence does not automatically equal cause, and why a systematic, function-first approach is the only way to truly help your pediatric patients.Whether you are feeling the pressure from families to provide quick answers or trying to differentiate between a primary and secondary driver of a feeding challenge, this episode is a crucial masterclass in clinical decision-making. Tune in to learn how to move past the anatomy trap and build ultimate confidence in your functional assessments.Key Topics & TakeawaysThe Murky Waters of TOTs: Why diagnosing and treating tethered oral tissues has become a clinical minefield, and how to navigate it safely.Presence vs. Cause: A critical reminder that just because an anatomical tie exists does not mean it is the primary driver of the family's feeding struggles.Common Clinical Traps: How relying solely on visual anatomy can lead to incomplete treatment plans and poor patient outcomes.The Function-First Framework: Why evaluating dynamic feeding function is the only way to give structural anatomy its true meaning.Primary vs. Secondary Drivers: Learn how to decipher when a tie is the root cause of a feeding issue versus when it is simply an incidental finding.Soundbites"Don't let anatomy lead your feeding plan.""Presence does not equal cause.""Feeding function gives anatomy its true meaning."Timestamps00:00 – Introduction to Tethered Oral Tissues and clinical challenges.01:24 – The murky waters of diagnosis and the role of anatomy.02:32 – Understanding feeding challenges as multifactorial.03:02 – Limitations of relying solely on anatomy.04:22 – Common clinical traps in tethered oral tissue cases (Traps 1 & 2).05:11 – Trap No. 3: Treating the restriction instead of the feeding pattern.07:13 – Trap No. 4: Skipping a full feeding assessment because the tie feels explanatory.07:50 – Pressure to provide quick answers and the importance of function.08:15 – Shifting focus to feeding function over anatomy.09:21 – Feeding function as the key to meaningful anatomy interpretation.10:00 – Primary vs. secondary drivers of feeding difficulties.11:50 – When ties are incidental and not the main issue.12:10 – Assessing functional impact and developing confidence.13:30 – The value of structured feeding assessment training.14:37 – Empowering clinicians with feeding function knowledge & final wrap-up.Links & ResourcesDive deeper with Tongue Tie BootcampWORTH A LISTEN: CONTINUE YOUR JOURNEYEpisode 348: Tongue Ties, Sleep Apnea & More: The Patient-Centered Approach to Airway DentistryEpisode 363: Tongue Ties, Oral Habits & the Future of Airway HealthSTAY CONNECTED & GROW YOUR PRACTICE

Mayhem continues out in the wastelands of Australia (that we can't believe Tessa can see). Skipping straight through to the third installment of a series brings a buff Phil Collins, Tina Turner worship, levels of shit smells, cul-de-sac farts, surprise Down's Syndrome, the large waxed leathermen we want and need, unexplained light sources, NOT Iron Man, a cow-car (the second stupidest vehicle) and a baby that goes down the HOOOOOOOOOOLE. Get your pocky-lips fit on and head towards Bartertown - two hosts enter but both of us leave, we don't fight or anything. It's Auntie's choice, Mad Max: Beyond Thunderdome, up next on Doom Generation!

FREE Two Day Event: The Farm Marketing Fix - June 2026 Sign Up HERE Where Do I Start With Farm Marketing When I Have No Customers and No Idea What I'm Doing? If you're a new farmer wondering where to begin with marketing, this episode walks through the exact starting point Charlotte has used with thousands of farmers across the U.S. and 15 countries. No theory — just the four foundational steps in the order they actually work. Where should a new farmer start with marketing? Start by writing down every person you know who might be interested in what you sell. That list is the seed of your email list, and your email list is what builds a profitable farm. Most new farmers think they need a logo, a brand, a Facebook page, or a fancy website before they can start. They don't. The first move is identifying the people in your existing life who eat eggs, buy flowers, or care about pasture-raised meat — and that almost always starts with mom, sister, neighbor, cousin. Every farmer starts from zero. That list is your starting point. Should farmers build a website before using social media? Yes — your website should come before social media because Facebook and Instagram are designed to keep people scrolling, not to help you make money. Social media algorithms show your posts to a small fraction of your followers (often less than 5%), and you don't own that audience. A website works for you 24/7 and gets found by new customers searching Google. Social media should funnel people to your website, not replace it. Why is email marketing better than social media for farms? Email marketing outperforms social media by thousands of times because subscribers have given you permission to reach them directly, with no algorithm in the way. When someone is on your email list, they've said yes to hearing from you. There's no platform deciding whether your message gets seen. Email is also where people make purchasing decisions — social media is where they scroll. You also own your email list; you don't own your Facebook following. What is the correct order to set up farm marketing? The four foundational steps, in order: (1) write your list of people who might be interested, (2) identify your brand by interviewing customers, (3) build a website designed to sell, (4) email your list consistently. Skipping ahead to social media or paid ads before this foundation is in place is the most common reason farm marketing doesn't work. Build the foundation; everything else feeds into it. What are the stages of farm business growth? Charlotte teaches eight stages every farm moves through: Seed, Sprout, Roots, Bloom, Harvest, Orchard, Estate, and Legacy. Where you are determines what work matters most. Seed-stage farmers ($0 in sales) need to decide it's a business and pick one focus product. Sprout farmers ($1K–$10K) need consistency — one weekly email, one sales channel, one anchor product for 90 days. The most expensive mistake is a Sprout-stage farmer trying to solve a Harvest-stage problem. How can farmers learn marketing without making expensive mistakes? The fastest way is to follow a proven, sequenced path rather than piecing things together from free YouTube videos and conflicting advice. Charlotte's Profitable Farmer Marketing program enrolls twice a year, in June and October, and teaches the exact sequence in this episode with weekly coaching, a private community, and (new for June 2026) a done-for-you marketing plan built privately for full-pay students. Resources mentioned in this episode: Farmer website template (Squarespace): charlottemsmith.com/website Free email marketing course for farmers: charlottemsmith.com/free-email-course The Profitable Farmer Marketing program — opens June 2026. Welcome workshop is Tuesday, June 23rd. Sign up at charlottemsmith.com/mastery FAQ: Q: How many people should be on my starting list? Ten people is fine. Two hundred is fine. The number doesn't matter — what matters is that you start one and add to it consistently. Q: Do I need a logo before I launch my farm business? No. A logo is not a brand, and you can launch without one. Your brand is who you help and how you help them — that comes from customer interviews, not a designer. Q: How long does it take to build a profitable farm using this approach? Most students inside the Profitable Farmer Marketing program make their investment back within 90 days. Some do it in two weeks. The timeline depends on how consistently you do the foundational work. Q: Can I just use Facebook instead of a website? No. Facebook controls who sees your posts, you don't own your following, and the platform isn't designed to convert visitors into buyers. A website does all three. Q: What if I'm too rural for online marketing to work? Distance isn't the obstacle — relationship is the opportunity. Charlotte's clients regularly have customers drive 60–90 minutes past cheaper options to buy from them, because their brand is clear. Connect with Charlotte Sign up for Farm Marketing Week at charlottemsmith.com/masterclass. Subscribe and Review Subscribe to The Profitable Mindset Podcast on Apple Podcasts, Spotify, or wherever you listen. And consider leaving a review. Your reviews help other farmers find this work. Click HERE and Let's Meet! Chat with us to see if The Profitable Farmer can break you out of marketing misery.

See omnystudio.com/listener for privacy information.

In this week's episode,we find out a little more information about the future of Playstation 6,Nintendo will be offering bundles again,more rumors have come out about what Capcom game is getting a Remake next and Shift Up are leveling up. Be sure to call in at 667-284-9057 or Email us at theanalogcirclepodcast@gmail.com 

Prince Andrew's decision to skip his own daughter Princess Eugenie's eleventh birthday in order to remain with Jeffrey Epstein stands as one of the clearest illustrations of how distorted his priorities had already become long before the scandal exploded publicly. While his wife and daughters traveled to Disneyland for a family celebration, Andrew chose to stay behind in Florida at Epstein's mansion after days spent socializing with Epstein and Ghislaine Maxwell. This was not a work obligation, a diplomatic emergency, or a matter of state. It was a voluntary choice to abandon a milestone in his child's life to continue the company of a man who was already known within elite circles for troubling behavior and dubious dealings. The image is stark: a prince of the realm missing his daughter's birthday because the pull of Epstein's world mattered more than family, duty, or basic judgment.What makes the episode especially damning is not just the neglect, but what it reveals about Andrew's character and values. This was not an isolated lapse, but part of a broader pattern in which Epstein's access, wealth, and social utility repeatedly took precedence over responsibility and common sense. Andrew later insisted he ended the friendship in 2000, yet this incident occurred after that supposed break, exposing the claim as fiction and reinforcing how deeply embedded he remained in Epstein's orbit. Skipping a child's birthday is small compared to the allegations that followed, but symbolically it captures the core of Andrew's downfall: entitlement over accountability, indulgence over obligation, and a willingness to trade family, reputation, and eventually his royal role itself for proximity to a predator whose protection he seemed determined to preserve.to contact me:bobbycapucci@protonmail.comsource:Prince Andrew Skipped Eugenie's 11th Birthday to Party with Epstein: ReportBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.