Podcasts about slacking

SLACKING has been on a tear this year, so it was only right that I'd have Jim back for an AFTERBLAST! Listen to the full episode at https://www.patreon.com/whitecentipedenoiseSupport the show

Previous Gleeks and Glacket playlist aficionados, Brea and Emilee, join this week! We discuss one of the series shortest numbers, how 'Lose My Breath' is wreaking havoc on the Glacket, and two songs that feature Kurt's half sweater. Enjoy! Songs this episode include: Hold On Perfect Someday We'll Be Together Sweet Transvestite There Are Worse Things I Could Do You're the Top ---- Become a Patron for exclusive bonus episodes, guest announcements, and access to live episode recordings @ patreon.com/gleekoftheweekpod Rate us five stars on Spotify and Apple Podcasts Buy our Merch! Leave us a voicemail @ (732)955-4098 Follow us on Instagram @gleekoftheweekpod Follow us on Tiktok @gleekoftheweekpod Learn more about your ad choices. Visit podcastchoices.com/adchoices

Adopt me update lacking? Then I'll also be slacking.

In this episode: Pub Quiz 1 Avignon Dartmoor Kernel Birthday Clapton v Lewisham Boro Lounging at the Proms Tap room crawl Pub and Beer News Crisp News Drug News Burger News Other News Pub Quiz 2 Book Corner Readers' Letters- Jessica Pegula and the ultimate Deserter animal Bum Dosser Social Media Scene

We're fresh off another attempt on Trump's life, and some members of the Left are blaming these assassination attempts on Trump for running his mouth. Do you agree, or is the Left ignoring the bigger picture?: Trump hasn't been given nearly enough protection. An even more sickening thought... is the Department of Homeland Security and Secret Service purposefully slacking On Trump's security detail?Support the show: http://www.wbap.com/chris-krok/See omnystudio.com/listener for privacy information.

6pm - Mike and Bulldog talk the recent adventures taking their dogs for walks

Subscriber-only episode----3 steps to join the MaoMi Chinese+----1⃣️Please kindly finish subscription payment via Buzzsprout2⃣️Register on https://maomichinese.com/register/ On our website, You can hover mouse on characters to reveal Pinyin and English.3⃣️Your registration will be approved very shortly and after that, you can access all transcripts and translation on maomichinese.com(⚠️Please note that Spotify doesn't support the membership, however, it can still be accessed on maomichinese.com )Text me what you think :)

DFW GM power rankings. The song of the summer is out. Below the Belt: High school recruiting. 

Erin goes to Nantucket to film with a professional pickleball player! Mike goes to Florida for a bachelor party. Erin rides on a pirate ship. Planes put us in unique situations. Would you get in a glass pod ontop of an airplane? A mysterious ice block consisting of pee fell into a NJ home. We read though the most popular fast food restaurants throughout the years. A work team of different generations bond over helping each other with lingo. Bruce's eating dome gets a new children's book. Pigeons create dumb nests but we love them. The Thatcher effect hurts our brains. A restaurant in Staten Island consists of only Nonna chefs.

Hey there, we're splashing into the first episode of The Bathtub Sessions w/ Kevin - a long time friend of the host. Bathtub Sessions is a brand new corner of the podcast where we ditch the pressure and get real about chasing your dreams.In this episode, we're tackling the myth that taking a break means you're falling behind. We'll be busting the idea that "rebranding" is just a fancy term for slacking and diving deep into the power of strategic time-outs.But hold on, it's not all bath bombs and bubble baths (although those are encouraged!). We'll also be exploring the crucial role of your inner circle. Here's the truth: your happiness depends on the people you surround yourself with. So, get ready to chat about building a supportive network that lifts you up, not holds you back.New listener? No worries, jump right in! We're all friends here.Friend of a friend? We're so glad you're here! Spread the word and join the conversation. ️ --- Send in a voice message: https://podcasters.spotify.com/pod/show/ventperweek/message

This episode covers:A study all about cholesterol and cognitive function, how to eat more veggies in the Winter, how to recommit to your 2024 goals, and more!Links mentioned during this episode:How to Eat More Veggies in the Winter: https://www.thelyonsshare.org/2020/12/07/how-to-eat-and-enjoy-vegetables-in-the-winter/Cholesterol and Cognitive Function Study: https://pubmed.ncbi.nlm.nih.gov/37574736/Join Megan's Free Weekly Newsletter: www.thelyonsshare.org/newsletterMegan's Instagram: www.instagram.com/thelyonsshareLyons' Share Website: www.thelyonsshare.org

In today's episode of YouTube for Real Estate with Levi Lascsak and Krissy Owens, we're going to chat about why you want to stay consistent during the holiday seasons! The Holidays are some of the biggest viewing months of the year, and pulling back or halting your content can be a major, major roadblock for your success in the new year. Don't miss this episode of Passive Prospecting: YouTube for Real Estate with Levi Lascsak and Krissy Owens! ====== Join us for a 2-Day Virtual Event to Learn About YouTube for Real Estate! https://backstage.passiveprospecting.com/optin-604313321694404166517 Discover How We Made $1M in GCI Our 1st Year in Real Estate - http://bit.ly/PP1MIN1YR Schedule a Call With Us to Discuss Partnering With eXp - https://bit.ly/PassiveProspectingPartnership Get Our New Book - https://bit.ly/PassiveProspectingBook

Bonus Episodes & Ad Free Episodes: https://bit.ly/44itUDU Happy Holidays from TMG! To celebrate, Cody and Noel open gifts of all shapes and sizes. Plus, a naughty Santa crash lands on the ship and Cody's long awaited opinion on… Oppenheimer?   Order now and get the holiday help you need from DoorDash! Use code TMGHOLIDAY to get 50% off up to $10 value when you spend $15 or more at convenience, grocery, or select retail stores on DoorDash. Terms apply.   This episode is sponsored by BetterHelp.Visit https://BetterHelp.com/TMG today to get 10% off your first month. Buy Our Merch: http://shoptmgstudios.com  Highlights Channel:https://www.youtube.com/@TMGPodcastHighlightsMain?sub_confirmation=1 TMG Socials: https://www.reddit.com/r/SmallDeliMeats/ https://twitter.com/tinymeatgang/likes https://www.instagram.com/tmgforreal/ https://www.tiktok.com/@tinymeatgang?lang=en  CODY http://youtube.com/codyko http://twitter.com/codyko http://instagram.com/codykohttps://www.tiktok.com/@codyko?lang=en NOEL http://youtube.com/thenoelmiller http://twitter.com/thenoelmiller http://instagram.com/thenoelmillerhttps://www.tiktok.com/@notnoelmiller?lang=en If you listen on Apple Podcasts, go to: https://apple.co/tmgstudios Hosted by Cody Ko & Noel Miller, Created by TMG Studios, Cody Ko & Noel Miller, and Produced by TMG Studios, Cody Ko & Noel Miller. Chapters: 0:00 Christmas Morning on the Ship 1:18 Intro 2:24 Opening Gifts   11:34 DoorDash 12:57 More Presents from the TMG Team 20:57 BetterHelp 21:56 More Presents! 25:52 The Stress Buster 28:13 Our Adopted Moose 31:40 The TMG Holiday Party 35:10 Our Spotify Gift 38:04 Noel's BIG BOY Gift 40:07 Cody's BIG BOY Gift 44:58 SANTA?? 47:39 Sitting on Santa's Lap 50:17 Presents From Santa's Sack 54:03 Santa's Grand Exit 56:36 Slacking on Shopping 57:34 Balling Out at Nobu 58:38 The Gift of Gambling 1:01:20 Weapons Rebrand 1:03:47 FINALLY Watching Oppenheimer 1:05:02 Thank You for an Amazing Year

The word is charcuterie, so the nerds start by sharing their thoughts on charcuterie boards. Andy announces that Leila is taking over the job of doing the sound editing on this show, then they talk about Hearts and Whist and Icehouse and Magic. Keith reports on GameHoleCon and shares his spoiler-free thoughts about Bodies and Loki Season 2. After dropping the spoiler curtain, they discuss the finale of Season 4 of Lower Decks, with a few added thoughts about the Fall of the House of Usher and The Last of Us.

In this episode: Pub Quiz 1 Tenerife Christmas parties Raider goes Clubbing SE1 pub crawl Pub & Beer News Crisp News Drug News Other News Pub Quiz 2 Desert9er) Island Crispsps Readers' Letters Bum Dosser Social Media Scene

Adam streamed! Live! On Twitch! What's happened to Slack? Cloud based vs on prem servers. How do you define a hike? Dax contemplates building a Hackintosh. Getting addicted to the right things, and differentiating between personal success and wanting others to fail.Want to carry on the conversation? Join us in Discord.Links:Learn With Jason / LWJ on TwitchSlack bought by Salesforce@AdamNotDev on InstagramMidjourneyTopics discussed: (00:36) - Adam streamed (00:50) - Can you hear me now? (02:38) - Slacking on Slack (07:07) - Working where there's an IT department (11:10) - Will Adam ever build something in PHP? (12:08) - iPhone Log Mode (13:56) - Will Adam stream more? (16:05) - Forgetting how to write (19:47) - What do you want to be when you grow up? (23:58) - Do you hike? (29:30) - Loving to program again (32:05) - Hackintosh (34:51) - Being addicted to the right things (41:04) - Wanting to do well vs wanting someone else to lose (44:22) - Designing logos in Midjourney (53:33) - Are we living in the golden age of humanity? (54:45) - Cold plunges are cold

We took a hiatus to get something's together but we're back like we never left! In this episode as you would expect we get caught up on quite a few things that we have missed out on in the sneaker world especially with Jordan Brand dropping nothing but heat in the month of October and we also had to give our opinions on the brands latest drop and we also have a repeat offender back to reclaim their place in another fresh to death session of “

In this session, Ayya Niyyanika explores the seemingly contradictory - but actually synergistic - qualities of "not slacking off" and "relaaaax!"

Welcome to episode 5 of re:Verses, rich with the stories and reminders you've been waiting for to inspire you on your journey towards complete hifz inshaAllah. We're shining a spotlight on the memorization method that ANYONE can get started with, exploring the relationships different types of believers have with the Quran and how to get that much closer to nailing revision!re:Verses, Tarteel's weekly podcast, dives into the Quranic journey with Sheikh Musa Abuzaghleh. Explore the nuances of Reflection, Revision, and Retention. 0:00 - Introduction1:00 - We've got mail!2:05 - The way of Talqeen5:37 - The types of Believer13:00 - Every student's struggle17:46 - A good sign18:53 - What you NEED in hifz19:35 - The cutest companionship!23:40 - It's been there all along25:20 - Slacking is not an option!

Slackware turns 30! AlmaLinux OS drops “bug-for-bug compatibility” with Red Hat, a Pi 2040 powered ergonomic keyboard with balls, and Windows-like resource monitoring with Mission Center.

If PM Modi decides to fix accountability—from governance crisis in Manipur to electoral defeats in states—heads will roll, starting from party president JP Nadda.  #PoliticallyCorrect #ThePrint https://theprint.in/opinion/politically-correct/bjp-has-gone-too-long-without-acknowledging-its-leadership-is-slacking-modi-has-a-problem/1662822/  

Research from Salesforce found that many reps have limited time to connect with customers in today's landscape, spending just 28% of their week actually selling. So, how can you empower reps with what good looks like in enablement to help increase their productivity? Shawnna Sumaoang: Hi and welcome to the Win Win Podcast. I'm your host, Shawnna Sumaoang. In the quest to drive sales productivity for your business, you've likely asked yourself: What does good look like? This month on the podcast, we're helping you answer this question by exploring best practices on how you can deliver strategic enablement with Highspot. Here to discuss this topic are Tim Stansky, director of global sales enablement and training, and Inbar Yagur, the Director of Content and Product Marketing at Lusha. Thanks for joining, Tim and Inbar! I'd love for you to tell us about yourselves, your backgrounds, and your roles. Inbar Yagur: Thank you so much for having me. I’ve been in marketing for about 12 years and got my start in content marketing and product marketing at Taboola, which is these days a big player in AdTech. When I was there, I was basically doing sales enablement under the sales organization on the product marketing side, so that’s where I got my start in product marketing and enablement. Then I moved on to more leadership roles before coming to Lusha. I was the VP of Marketing at two startups, which I helped bring from Series A to Series B helped do all of the go-to-market, all of the product marketing, of course, and enablement there, as well as drive pipeline. I’ve been at Lusha for about nine months now, building up the product marketing and content marketing organization to a more robust place. SS: We're excited to have you. Tim, a little background on you? Tim Stansky: Thanks for having us, Shawnna. I’ve been at Lusha for just over a year now after being at Oracle for almost five years. My path to enablement is rooted in media and the evolution of media, especially rooted back in, admittedly, three and a half decades of sales experience as an individual contributor sales leader, and also enabling globally, which has been great exposure and experience from startup to enterprise. I’m excited to talk about what Highspot is doing for us in the way that we’re growing our enablement at Lusha globally. SS: Well, I’m excited to have you both here. On that note, I think the first question I’d love to ask both of you is, prior to Highspot, what were some of the challenges your reps were facing as it relates to productivity, and how have you overcome these challenges since you’ve implemented Highspot? Tim, I’d love to start with you. TS: Highspot has allowed us to find one place for our salespeople to find that at the moment, need for internal and external resources, but also has given us an opportunity for consistent global onboarding and consistent global training and certification, which is a new path for Lusha as we are growing and making sure that as we grow and go to market, we have consistent way creating value for customers. SS: Inbar, what’s your perspective on how things were pre-Highspot? IY: One of the biggest challenges I think when it comes to product marketing and the content that product marketing creates is the fact that oftentimes sales teams get outdated material. They kind of go rogue and save things on their own, like desktops and change things around, so of course, consistency in being able to update materials on an ongoing basis in a way that’s highly accessible to the team was huge. Also, more than anything before we came in and really started using Highspot actively, a lot of the things that we were doing were sort of like making content for the sake of content rather than really understanding who’s engaging with what and what the true need is. Having Highspot as a content management system on that level has really helped us gain visibility into what our salespeople are engaging with most, and so it helps us plan ahead and create more effective enablement materials and also helps us look back and measure ourselves and measure our success as part of the metric is that, well, how many people are actually looking at this in Highspot. How many people are actually sending this out? That’s a kind of discipline that we really didn’t have. SS: I love to hear that. Well, as I mentioned in our intro this month, we’re aiming to understand what good looks like when it comes to sales enablement, and I love that the two of you have very unique views on enablement through the lens of your respective remits, so I may toss a couple of questions to each of you along the way. What does good look like when it comes to sales training, Tim? TS: What good looks like is not only introducing a resource for salespeople that are up and running and in need of resources but introducing new methods and new skills and supporting that beyond the launch to make sure that we’re building new habits with our salespeople. It’s a consistent evergreen resource and there’s one place that we direct our GTM organization too. IY: I would love to add on that a little bit on the communication and messaging side as well. I think that good also looks like a deep understanding from the sales team of the why. Product marketing teams are in danger of being very much on the how something works rather than what the value is. This is something that we’ve also implemented in parallel to the implementation of Highspot to start now all of our training with why. I want the how does it work to be the third or fourth point out of five. I want the first point to be what is the pain and why what we’re trying to sell or what we’re trying to bring to market is important in how that solves the pain. From my perspective, it’s making sure that the sales team has a clear understanding of why they’re selling what they’re selling, and not just what they’re selling. TS: An interesting evolution that we have experienced since launching Highspot because we invest in the content and guidance and also training in coaching modules, and when we looked at what was the adoption, what was being utilized, listening to our own GTM organization, particularly the top of funnel part, they were asking for more clarity on what is internal and what is external. As we’ve grown and learned how to utilize Highspot internally, that’s simple, wait a minute, what’s internal, what’s external decision might seem obvious, but it didn’t seem obvious to us in the beginning. The ability to then shape our Highspot into internal and external resources for the GTM org created more clarity. Then also the ability to pitch through Highspot and integrate it with other parts of our sales tech stack was another evolution in the course of our experience with Highspot. SS: I think that’s fantastic how you both have really evolved along your journey now. Inbar, I love your perspective from a product marketing and content stance. What does good look like when it comes to sales content? IY: There are two different kinds of goods. Actually, going back to what Tim was saying about what’s internal and what’s external. The external good and the internal good are two completely different things. I want the internal good to have a very clear narrative and something that the salesperson can read through and have guidance if they’re about to go into a pitch, I’d like them to have three or four reference documents that they can just go over and really just get here are the main points I want to hit on this product or this feature and just be able to kind of grab that. In terms of the external things, I have a saying with my team, and I actually think this is true for internal documents as well. A lot of times when my team creates content, the comment I leave on things is “Big Words, Hulk Smash.” Okay, so the reason is we write a lot, but people don’t read a lot. It’s not that the written word is going to become obsolete, people still will continue to rely on it no matter what prognosticators say, at the end of the day, we’re still sharing the written word, but because people don’t read, they skim. The philosophy that we have is how we create something that is readable and accessible, both internally and externally, so that people don’t have to work hard to find the information that they need. By the way, if you go at a higher level in terms of how we organize Highspot, we don’t want people to work hard to find what they need, and I think that’s true throughout the whole journey. Whether it’s something that you send out to a prospect after a conversation or whether it’s something that the salesperson actually delivers live, I want to be able to have something that they can easily read and understand within seconds, rather than having them work hard to find the information. I think that’s the biggest thing because what really happens is if you get in the weeds if you start getting too detailed, if you start using jargon or overly complicated explanations of what you’re actually trying to do, it’ll get lost in translation. There are clear rules on our team that we don’t use, it’s like supercharged when we can say something that is four letters long, and instead of eight letters long, we’re going to say four letters. I know that sounds really basic, but it’s what makes a lot of the difference in terms of adoption and engagement over the 12, 13 years I’ve been in this business, that’s one thing that I’ve seen consistently. It’s not insulting to anyone’s intelligence, it’s just that we’re constantly in a pile of information and our focus these days is shorter than ever. Even if you’ve got a vested interest in getting the information, you’re still not going to read it in the same way that you read it 10 years ago. So simplicity, readability, diagrams, and the right kind of design are really critical for us, both in terms of what we deliver to the sales team and also what we deliver externally. SS: I love that and I think both of those perspectives bring a lot of flavor into the topics that we’re going to be talking about. Thank you for sharing with me what good looks like from your perspective. Now that we’ve talked about these two components, what role on the content side and on the training side would you say play in an effective enablement strategy? TS: It's the partnership of a plan integrated with the vision of sales leadership, integrated with the vision of the product managers where we come together, and I like to start with the calendar. In the mantra of plan your work, your plan, and the cadence that we’ve set up together. We are the meeting points of the product side and the revenue side, how are we gonna approach this, how do we make sure that all of our stakeholders from all sides are in agreement and aligned, and even to the point of previewing from each side into to revenue leaders, giving them a preview to what their teams are about to see a week in advance, has really helped us build not only that trust and credibility but also get feedback so that when we do see something in a preview, almost a dress rehearsal, oh, that will work really well because of this. It gives us better delivery on the launch. I would say the critical part is always in our situation of having an office in Boston and one in Tel Aviv with a seven-hour time difference to always be available to our stakeholders and our users, our constituents, and our GTM family, it’s always there and always on and updating. I’ll say the content team has done a great job of making sure that the content is fresh and accurate, and that obsolete information is removed. I’ll say this because I’m one of them, salespeople have a short attention span at the moment when I need it, when I need it. Some are planners and some are learners and some are going at the speed of light, so we want to be able to satisfy the avid learners as well as those who need it in a pinch. I would say always being on is a key benefit. IY: I’ll add that I think that collaboration is a huge part of this. Tim and I meet weekly and are always very open and work very hard to make sure that we’re aligned on the vision that it’s really easy to have friction between people if they feel like they’re in competing interests, but the truth is that we’re not. We’re on different teams, but we’re not siloed from each other because we have the same exact goal. My team comes at it from one side and then Tim as a leader in his domain comes at it from another. I think that a big part of it is just keeping lines of communication open consistently. Like Tim said, allowing for feedback when we create something, and really just being open. I think in everything that we do, we need to work with transparency. It’s kind of a mantra of mine and I think that it’s no different in terms of where the sales enablement piece and the product marketing piece meet together. I think we always need to be in a conversation. We always need to be telling each other what’s important and addressing friction points and I think when you do that openly and kindly and collaboratively, that’s really a big key to success. SS: I love that. Now, what is the value of having a unified enablement platform to help you bring your enablement strategy to life and execute what good looks like? Tim, I’d love to send this one back to you. TS: It’s a total meta reply because what good looks like is what is demonstrated, allowing for people’s personalities and, more importantly, customer availability, prospect availability, and their personalities. What great looks like is adapting to how the marketplace is, how our buyers are, and how our existing customers are. I would say that it comes back to always being available, always on, methods and skills, and product knowledge, but more importantly, to the why behind something and the outcomes that customers are looking for. SS: I love that and I love that we’re always coming back to that why. Now, how are you using Highspot's Unified Platform to drive sales productivity, Tim? TS: Every learner is different and in the adult learning model, you’ve got people that love to read, people that really learn by video, you’ve got people that learn by experience meeting the learner where they are and trying to adapt to the different media formats that are available. As Inbar was saying, the written word is so powerful, but some people do much better with watching something and then mimicking it. Sometimes there might be a tutorial where one of our GTM members is actually learning a new tool or something, so it’s actually almost like a recorded cooking class. On one screen they’re watching the recording on another monitor they’re actually playing with the tool to follow along because some people get bored with video. The modern professional is always tempted by this compulsion to check their phone. Keeping them engaged and utilizing clicks and keyboards, keeps them involved in the tool and minimizes the potential for the distraction of a mobile device or another interruption. It’s using different ways that people learn and you think of the senses of eyes and ears and brain and mixed media of learning, so some e-learning is supported by workshops, but also the ability to assign to team leads and managers the opportunity for them to have a scoring rubric to certify people. They’re certifying their own people and having that capability in Highspot has been really helpful, especially when we launched our first product certification course. It’s not enablement, deeming someone as certified. We built the course, and we taught the managers, but it’s the managers, those who hired that actually provided the certification. Although we had a high success rate, I’m pleased to say that there’s a manager that actually rejected a couple of video submissions. She said they didn’t hit the marks and wanted it to be done better now. Some people don’t record well, and maybe they wanted to do it in person. That’s another opportunity. Meet the learner where they are, where they’re more comfortable. Having all those capabilities for knowledge checks, for video submission. We are pushing the possibilities of what we’re doing with our training and coaching aspect of Highspot. To compliment my colleague Inbar and her team, I think they’re doing a really great job of making sure that we have a premium library of content that’s actionable and insightful and fresh, and not obsolete. I think they’ve done a great job there. I’ll point to something that happened recently. There’s a BDR that had a vision of, hey, you know, what would work if we had X and one of Inbar's folks worked with the director and that BDR to envision exactly what this BDR said would help her perform her job better on what prospects we’re asking for. That ability for a BDR who sees the content capabilities and wants to shape it based on a market need, it’s satisfied and then housed in the Highspot. I see that as impacting our internal communication and our sales productivity. It’s allowing the BDR side to the version with the PMM side. This is really within the last couple of weeks, we’re going to see the utilization through the analytics, and we’ll have the data. We’ll also get the anecdotal stories of how a particular piece of information helps someone have better conversations to satisfy needs that turned into revenue because the customers will benefit by investing in Lusha. IY: I’ve got to piggyback on that because that’s actually a really great anecdote that Tim brought up. As you know, the BDR who was feeling like her needs were not being met and then floated what she needed in order to meet those needs. I think that that really comes back to having an open conversation and being open to listening and understanding that everybody actually everybody has the same goal. There tends to be a lot of gatekeeping when it comes to any marketing team, not just product marketing, and I try to kind of lower that. Sometimes it’s hard because we’ve got a very big go-to-market organization and you don’t want a hundred people constantly Slacking your team, but I try to keep my finger on the pulse and my ear to the ground, so that if a need comes up, that is felt across multiple people then we can go in and collaborate the way that we’ve done here. I think it’s live now and that particular piece of content and it’s actually going to be a case study of what we can do to collaborate better and whether this kind of collaboration works. I mean, I’m gonna be honest. It’s not a cakewalk when you’ve got five different people sticking your opinion into something and you've got too many cooks in the kitchen. Sometimes it makes things a little messy, but I think the end goal is important enough that you need a little bit of the mess to start. I’m actually really looking forward to seeing how this is going to get adopted to really open up those lines of communication even more, and not just leave it at the leadership level. TS: Inbar, you’re making me laugh because I remember in my very early, awkward first couple years of being an account executive in media, I remember a coach said, do you understand that a camel is a horse by committee? I didn’t understand it, but maybe we have a camel that will be able to fly. The ability is we can do this and everyone feels as though they were heard. Maybe there was give and take on each side, but there was something created by people and now we’re going to see how it flies. If it succeeds in impacting revenue directly and we can trace that back, great, but if anything, it shows collaboration and teamwork. Not only across departments but across continents. Someone in Boston collaborating with a colleague in Tel Aviv, it’s the small, global community, the small global village that we’re in. It’s just a seven-hour time difference. IY: I think what it really does is as a product marketing team, you need to listen to the boots on the ground. They’re the ones who are in the hand-to-hand combat of things. It’s really easy to be like, here’s what’s good for you, and kind of dictate it down, but what’s the point of creating something if people aren’t going to use it or find it useful? I think there’s always a bit of a learning curve. Where does feedback stop being productive, where does collaboration stop being helpful, I don’t think we’re there, though. I think that if we listen to the ground effectively and create a good process, then all we can really do is win on that level. SS: Now, to round us out a little bit, what are some of the business results that you’ve seen since implementing the Highspot platform and do you have any data points that you can share? TS: I can point right to a certification course. Our prospecting platform was a game changer at Lusha and created that certification of consistent value delivery we’re coupling the outcomes of a product with a value-centric sales methodology and having people go to market, that certification showed an impact on helping customers realize value out of the prospecting platform, which resulted in revenue because the customers are winning from what the outcomes of the prospecting platform help them do in creating their own revenue. I would point to the course creation opportunity, but also it’s not just launching a course, it’s what the sales leaders in the GTM org did to support that knowledge and to support the valuation methodology and uncovering needs with customers, and then prescribing, recommending the platform. It created confidence, and knowledge, not just feature dumping, but the outcomes that customers are looking for. Like so what. Okay, you’ve got this thing, what’s it going to do for me in my role in sales or in marketing or in other departments in a company so I can point to revenue on that? You need to track it, but I can point to when the certification course was launched and then the impact of what was pitched, what was closed, and how it hit the bottom line. IY: One of the biggest challenges, and please Tim, if you disagree, chime in, but I think enforcement of messaging and enforcement of product knowledge is something that’s a challenge in a lot of sales organizations, and doing something like a certification course is a huge contributor into improving the way that sales team talks about the product and talks about the value that the product brings in a way that’s just more trackable. If you train blind and you don’t have an accountability piece, you’re always going to be in danger of people not being on a message or not really selling in the way that they should be selling and putting it into that kind of format where it’s a requirement and it’s enforced, I think really helps take care of that piece better and make sure that everybody’s on message. SS: I love that. Last question for you both. How do you plan to continue to evolve your enablement strategy this year and how do you plan to leverage Highspot to help you achieve your vision of what good looks like this year? IY: My team has grown significantly in the last six months. We were a team of three and now we’re nine, we literally tripled and that is great because it means that we’re creating a lot of good resources and we’re making a huge contribution to the business. One of the things that we’re now trying to kind of work out is what success looks like, especially for the product marketing managers on the team. What does success look like? What are we measuring ourselves on? A big part of those KPIs is coming from Highspot as a tool. It’s really hard to say as product marketing oh, we increased the amount of closed won. I mean, yes, we had a say in it, and yes we were part of a huge team of people that helped get to that closed won, but, we’re trying to understand now what is the kind of in-between metrics that come from an SQL to a closed won and how do we actually impact them. I think that in terms of our strategy going forward and our measurement strategy, Highspot is going to play a really significant role. TS: I see our growth in how we’re going to be utilizing Highspot for those colleagues that are getting promoted to new roles in the organization, learning paths, onboarding new hires, and more consistent delivery. As a six, going on seven, year-old startup a lot of training enablement and onboarding was reliant on the hiring manager, and the quality of that onboarding was really reliant on the manager who had the time and bandwidth and probably personal discipline to make an excellent first 90 days great. From what I understand statistically, the first two weeks or first 30 days, first 60 days, that’s when a new hire says this was such a good decision, or, oh, what did I get myself into? I see onboarding new hires and then ever-boarding existing GTM members and also new roles that are created as we continue to grow as a company. I’ll see learning paths, I’ll see more use of video, especially integrating recorded videos of calls and possibly some types of situational training. SS: I love that. Well, thank you both for joining me today. I loved hearing each of your respective stories. IY: It was our pleasure. Thank you for having us. TS: Thank you. Happy selling everyone. SS: To our audience, thank you for listening to this episode of the Win Win podcast. Be sure to tune in next time for more insights on how you can go beyond what good looks like with Highspot.

I assure you, if we were ducks... we'd be quacking.

On today's episode, Nick reaps game 3, discusses the Suns waiving Chris Paul, and explains why PGA and LIV Golf merging is such a big deal. Then, Nick defends Mario Chalmers in “Nick Wright Public Defender”. Later, Nick determines whether or not the “Madden Curse” will affect Josh Allen, where Damian Lillard will play next season, and why KD deleted his tweet about Jokic in “Wright-Ins”. Lastly, Nick and Diorra answer your questions. 6:18 Heat Lose Game 3 11:54 Jokic Best in the World? 19:12 CP3's Next Move 22:54 PGA-LIV Merger, Messi Deal 28:49 Nick's History of Slacking  35:57 Nick Wright Public Defender 39:00 Wright-Ins 51:44 Listener Questions Learn more about your ad choices. Visit megaphone.fm/adchoices

You won't always have it all together, but should you still show up if you are not at your best?

Visit darylperrypodcast.com for links to the show page on each of the major podcast directories. From there, you can subscribe, share and review this pod.  For comments, questions, topic ideas, possible collaborations or to be a guest please email daryl@darylperry.com.

Are you ready to emerge from hibernation and get that sunshine on your face and to your soul to optimize your life? Ange shares the Standing Deep Breathing - Pranayama technique that will have you pulling in life force energy, first thing in the morning to start your day feeling alive, alert and energized.    In this episode we catch up on how we are living our best life AND where we have been SLACKING (and the cheeky ways the Universe shows up to get us back on track)!    Ashley learns to bake sourdough bread, get back into working out and shares her new homesteading skills she learned from @the_acres_in_between and how you can be making your own kombucha, gummies and daily bread!!    Ange tells all about coming together as a blended family to make holidays special with family traditions, how to potty train intuitively with your child, and the importance of our children's “village”.  ------ Want to connect and go deeper? Join us for our first breath work session being held at the Renewal Retreat in Belgrave ON, Thursday May 11th from 7pm-9pm!  Join us for a 7 day FREE trial in the Empowered Collective. Book a Human Design Reading with Ange.  Book a Reiki Treatment with Ashley www.soulpurposereiki.com

Scott and Jef start off the show playing “The Minute and a half men”. Scott also talks about the figures that he received this past weekend.     In the news, FOCO showed off not one, but two bobble heads this past week. KWK Collectors showed off his next signing as well. And Jef pulls some questions from the wrestling fig message boards, and boy did it get a little spicy.   The boys go over WWE Elite 79 in the nostalgia segment and round out the show with some Wrestlemania trivia

In this episode of The Brother Next Door, I will give yall an update on where I've been and what has been going on for the past month. “It is better to offer no excuse than a bad one.” -George Washington If this is your first time listening, welcome to The Brother Next Door Podcast where we have conversations about finance, personal development, and skills to get young adults further in life. We cover these topics by sharing our own personal experiences and bringing people on to the show to provide different points of view. Then at the end of each episode, we will give an overview of what we went over and the steps you can take in order to be in a better position in your young adult journey. IG: Podcast: @brothernextdoorpodcast Latrell: @latrell.carter --- Support this podcast: https://podcasters.spotify.com/pod/show/brothernextdoor/support

March 1, 2023The Daily Mojo is 2 hours of news, commentary, comedy, and auditory deliciousness."Next Stop: Idiocracy"We seem to be on a one-way train to the reality of Idiocracy. How long before we arrive? You can now kiss someone through your phone, thanks to the Chinese (with a little help from the Big Bang Theory). Slacking in the workplace is the latest Tik Tok trend. Some good news on the violence front. Ukraine is attacking Russia with drones...wonder where they got those from? Please support the Mojo50 platform if you can. We stand for the Constitution and individual responsibility. We especially love 1A & 2A. Join us and help take our country back! Purchase official merch:https://www.mojo50.com/shopDavid G - retired Navy SEAL, Paramedic, & Firefighter - is along with some scary things he discovered on Instagram. Hint: Keep your kids close!Links:https://www.toolskool.com/https://www.instagram.com/toolskool/All things in one place: https://linktr.ee/realbradstaggs All things in one place: https://linktr.ee/realronphillips WATCH The Daily Mojo LIVE 7-9a CT:Rumble: https://rumble.com/c/DailyMojoFacebook: https://www.facebook.com/MoJo50Radio Mojo 5-0 TV: https://www.mojo50.com/mojo50tvOr just LISTEN:MoJo 5-0 Radio PlayerPlease support our advertising partners, if you're able. American Pride Roasters CoffeeCustom Laser Engraving:MojoLaserPros.comMy Pillow Promo Code: Mojo50My Pillow Mojo Specials!Emergency Food Supply & Tools:PrepareWithMojo50.com

Hi everyone and welcome to part 3 of this 3 part special. Today we're going to focus on the main reasons you aren't making progress towards the goals you have. We'll talk why but most importantly we'll talk about how to overcome those obstacles and get you moving towards your goals. As always, thanks for listening

Irfan Alam is the CEO of Frontrow Health, a startup with a mission to finally put Americans in the front row of their own healthcare. Will and Victoria talk to Irfan about his background in business strategy and development for healthcare companies, how he went about searching for and building the perfect team, and how he started the culture of Frontrow Health on a level where there is balance and people want to join because it has a good culture. Frontrow Health (https://thefrontrowhealth.com/) Follow Frontrow Health LinkedIn (https://www.linkedin.com/company/frontrowhealth/). Follow Irfan Alam on LinkedIn (https://www.linkedin.com/in/irfanalam12/). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: WILL: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. VICTORIA: And I'm your other host, Victoria Guido. And with us today is Irfan Alam, Founder, and CEO at Frontrow Health, a startup with a mission to finally put Americans in the front row of their own healthcare. WILL: Hi, Irfan. Thank you for joining us. IRFAN: Thanks for having me; super excited to chat more about the whole process of building and launching Frontrow Health. VICTORIA: Yes, we're super excited. Of course, I know you as a client of thoughtbot, and I'm excited to hear your story. And you have this background in business strategy and development for healthcare companies. But what led you to decide to start your own platform? IRFAN: I think it was a combination of two things; one was a lived experience being inspired by the power of entrepreneurship with my family and then working at Everlywell. And then two, it was discovering and being reminded of a critical problem that I saw in the industry that I then became excited about solving. So growing up, I was raised by my two parents and my grandparents. My grandfather was an entrepreneur himself and also an immigrant and kind of brought our whole legacy of my family into the U.S. from Southeast Asia. He has always motivated me to take risks and to build something great for the world, and that's what he's always wanted for me. And so I joined Everlywell, a small digital health startup, back in 2019 because I was excited to get my feet wet in the world of startups. It was just within a number of months after that I had joined where COVID-19 hit, and Everlywell, a home lab testing company based out of Austin, got swept up into the storm of COVID and, in a lot of ways, threw ourselves into the center of the storm when we ended up launching the first home COVID-19 test. And it was that summer of 2020 when I probably had the most profound personal and professional growing experience of my life, just trying to handle this chaos and confusing world that we were all living in. But then also simultaneously watching how a small team could make an outsized impact in the world during a time of need. And that really led me to want to pursue my own startup ambitions. So I started thinking about business school. The founder and CEO, Julia Cheek, went to Harvard Business School in 2009 and publicly talks about it being sort of this magical moment in time where people were flooding in from the downturn economy, excited about solving new problems. And her class of graduates is sort of like a famous class of entrepreneurs. And so I brought it up with her, and she was super supportive. And I went through the process and got super lucky. And I decided to take the summer off in 2021 before coming to HBS and moving back to Boston. And it was during that summer where I started thinking about the problems that companies like Everlywell and direct-to-consumer health brands faced that I realized was not just at the fault of their own but because the industry didn't have the right digital tools necessary to succeed. That's sort of the origin of how Frontrow Health came to be. WILL: Sweet. So perfect segue; tell us more about the mission of Frontrow Health. IRFAN: We're on a mission to put people on the front row of their own healthcare. And we really just want to reimagine how people shop for their healthcare online. What I learned at Everlywell was that this boom of consumer health which means people who are taking charge of their own health and are able to do that directly through these digital health companies was a form of healthcare that could create a tremendous amount of value in people's lives. But that was only really accessible to a small niche audience. And it didn't feel like it was equitably accessible to the average American. And so some of those barriers that I realized as a part of my work at Everlywell for why the average American wasn't engaging with consumer health, this otherwise really powerful form of taking charge of your own health and wellness, was because of these three blockers that we're trying to address at Frontrow Health. The first being that people just don't know about what kinds of solutions are out there that can address their health issues beyond just taking a prescription medication given to them by the doctor that they visit in their office. The second is if they do know, they don't know what to trust. They don't know whether this spam of healthcare companies that they're getting advertisements on from Instagram are the right companies, whether these products are safe and effective for them uniquely because of their unique health issues their unique health history. And then finally, even if they are aware and they do trust the health product, at the end of the day, a lot of Americans just can't afford to spend money out of pocket to pay for these consumer health and wellness products like consumables, devices, virtual services, et cetera. And so Frontrow Health is all about trying to break down those barriers in order to unleash consumer health to the average American. VICTORIA: And were you always drawn to that healthcare industry from the beginning? IRFAN: Yeah. So I grew up very privileged with two parents who are physicians. My mom is a psychiatrist, which is quite rare for women of color, specifically of South Asian descent, to be a psychiatrist. And then my dad was a gastroenterologist. They were always the gut-brain connection between the two. And so, growing up, I somewhat classically assumed that I was going to be a doctor. Got to college, thought that that was going to be my path. I realized quickly that there is a whole world outside of being a physician yourself that I could still be a part of in healthcare without being a doctor. My parents actually, interestingly enough, began to encourage me to think beyond just being a doctor, with them both feeling like the amount of scale of impact that they could have would never be the same as someone who could do that through business or policy or these other facets that are important to healthcare. And so I got to undergrad, started studying policy economics. I started doing internships at different healthcare consulting firms. And I ended up first working at a life science business strategy consulting firm out of college. And it was great, but it ended up not being what I was most excited about because it was really focused on the biopharmaceutical and medical device industry. And what I realized when I got there was I just had this growing passion for digital health and technology, as I saw that it was kind of the future of how people were going to be able to take more preventative charge and improve their health over the long term. And so I was working on this digital health white paper with a partner at the consulting firm I was at, and I was doing research and stumbled upon Everlywell. And then, they had a job opening for this business strategy role. So that's why I ended up taking the leap into the startup world, into the digital health world, and just loved it and kept wanting to continue to grow my experience in that space. WILL: That's amazing. Your parents encouraged you to step outside of just the doctor-physician role and to think higher. So, as a founder, you know, it was amazing that your parents, as physicians, encouraged you to think higher and think into different roles. And as a founder, what were some of the decisions you had to make? What were some of the easier ones? What were some that were surprisingly difficult? IRFAN: I think the biggest misnomer of the founding experience is that founding a company is extremely linear. Sometimes you go one direction forward, and then you take a direction diagonally back, and then you go horizontally straight, and that was my story. When I do my pitch about Frontrow, I try to make it feel a little bit more linear, so it makes sense to people. But the truth is the quote, unquote, "hardest decisions" were about every time there was a direction changing point, and it required a decision about is this the right idea? Do I want to spend more time on another idea? Have I validated this enough? Should I validate it differently? Should I pursue this one further? What does that pursuit look like? Who should I pursue it with? Is it time to raise money? Do I drop out of school? Like, those direction-changing points that then create this much more complex map of the founder experience versus a linear line up into the right is, I think, the more challenging parts of being a founder. VICTORIA: That makes a lot of sense that you have to really go through this iterative process to figure out where are you spending your time, is it in the right place? A lot of hard decisions to make. And while you were founding Frontrow Health, you were also a part-time investor at Rock Health and reviewing other healthcare startup proposals. So did you see any trends or patterns that influenced how you progressed as a founder? IRFAN: Totally, yeah. That was actually instrumental to Frontrow Health. So the story is when I took the summer off before business school, I started thinking about different problems in the world, healthcare, and non-healthcare. Or actually, to be clear, I started thinking about lots of different solutions and ideas and then quickly began to realize that that was not the right approach to founding. I think the first step is to think about problems, problems you've seen, problems you've experienced, that you know others are experiencing, and then work to a solution from there by starting with what the user is experiencing. And so as I was going through that hacky journey over the summer, just randomly, a number of small healthcare companies started reaching out to me asking me for my opinion and advice about how or whether they should go direct-to-consumer, whether they should sell healthcare products direct to the consumer, which is what I did a lot of work on at Everlywell as one of the pioneering consumer health brands in the space. And I started to notice this trend of me telling these companies, "No, don't do it. It's really expensive. It's really ineffective and unprofitable to acquire customers through traditional paid media avenues like Instagram, TikTok, Snapchat, Facebook, et cetera." And, unsurprisingly, you could imagine Everlywell was trying to sell a home diabetes test for people who are type 2 diabetics but were only able to target people based on their interest in yoga and running, which is not really a substitute for a severe chronic condition. And as a result, thousands of people would see our ads every day that had no clinical relevance to our solution. And that was one of the deep problems of why consumer health companies weren't able to reach out to the audiences that actually really needed their solutions. And so when I got to Rock Health at the first semester in business school, doing this sort of part-time investor gig, on the first day, the partners basically told me, "Oh, we don't invest in consumer health." And I was like, "Oh, whoa, okay, that's my jam. That's a bummer. That's like [laughs] the only thing that I know about." And as I started to see the data and the pipeline of companies that were looking for investments and understanding what their unit economics looked like, what their go-to-market approaches looked like, that's when I started to put the dots together that this was not just an Everlywell problem; this was an industry problem. Mark Zuckerberg didn't build Facebook so that direct-to-consumer healthcare companies can cost-effectively target clinically relevant patients online. That just happens to be what it's being used for today. And so that's when I started to realize that there had to be a quote-unquote, "better way." WILL: You bring up social media at Frontrow Health. Have you had to combat the medical advice of social media? IRFAN: Yeah. You mean like this concept of quote, unquote, "Instagram medicine?" WILL: Yes. Yes. IRFAN: It's a great question. So as the story continues, I began to think about what is the right solution to this problem? And instead of Everlywell, I started thinking about the right solution to this problem. What I realized was instead of Everlywell wasting away millions of dollars to big tech companies that wasn't going to improving the health of anybody, what if we gave that money back to the consumer in reward for sharing their health information which would allow us to target them with the right clinically relevant products? That was the first version of Frontrow Health. I called it Health Mart back then. And so I basically started to get people to fill out a Google Form with their health data. And then I worked with my parents to send weekly product recommendations over email based on their unique health needs; you know, I want to sleep better; I'm a diabetic, whatever it is. And then, I wanted to see if I was just going to Venmo them cashback upon purchase if they were going to be any more likely to buy these products for these health brands. And at first, people were incrementally more likely to buy. It wasn't mind-blowing. And so, as I started to talk to the participants of the study, I started saying, "You know, you said that you have high cholesterol. These supplements have active ingredients that have been shown to reduce LDL levels. It's pretty cheap. I'm giving you 25-30% cashback. Why haven't you bought it?" And what they started saying was, "Well, I don't know what these active ingredients are. And before I put that in my body, I want to check with my doctor first." And so that was the final aha moment that led us to Frontrow Health, which is, what if we could bring the doctor into the fold? And instead of consumers just experiencing this Instagram medicine where they're just being blasted with Instagram ads every day about different health products, and they don't know what to trust, that second barrier that I talked about earlier, what if the doctor could instead of just being a guide for what prescription medications you should be taking could also be a guide on what health and wellness products you can be using? And so I added my dad to the email thread, and I said, "Okay, you can talk to an independent medical provider and ask them questions about the products that you're being recommended." And that's when people started buying because then they were able to find the trust in the products that were being curated based on their unique information. WILL: Wow, that's really neat. So to help the audience understand your iteration today, so the first iteration was just giving products and then Venmoing them back cashback. And then the second was bringing in a provider. So what does the product look like today? IRFAN: We went through, like you mentioned, a lot of different iterations of this. There were even prior iterations to this that are more representative of that founder map versus the linear line that you've sort of just heard now. But in terms of where the story went from there, I began to think about how to validate this idea further. I came into winter break; the pilot went well. People were buying a lot of products. And so, I decided to sunset my part-time investor gig at Rock Health and decided to reallocate all my time to working on Health Mart at the time. What I started to think about was, well, what if the doctor was able to earn compensation for writing private product reviews regardless of their opinions? So that was the next iteration was like, how do you incentivize a doctor to take time out of their day to do this new behavior that doesn't exist? Doctors are not writing personalized private product reviews for their patients on supplements, home medical devices, apps, et cetera. And how could we get them to? And so, I started thinking about what are the different motivations of providers? Their time is extremely valuable. How do you incentivize them correctly without incentivizing them to give good or bad feedback but just honest feedback? Then I started basically having my dad recommend Health Mart to his patients every day to see would patients sign up. Like, if doctors were intrinsically motivated to get their patients on the platform so that they can help them get away from Instagram medicine and at the same time earn compensation for themselves as an additional revenue stream, could independent medical providers see that as valuable and a good use of their time? And the first piece of that about whether patients would sign up worked unsurprisingly very well. If your doctor is telling you to sign up for something, or it's free to sign up, and you only pay when you want to buy a product, and they're going to, for the user, be able to ask for feedback from the provider, they were pretty excited. But then the question of would doctors sign up, I started...basically, I had my mom. The next iteration was I had my mom make a couple of posts in these doctor Facebook groups. I put together a little website, a very ugly version of what we have today for a provider marketing page. And I had my mom drop the link in a couple of different doctor Facebook groups. And we actually started getting signups from the doctors. And then, as we started talking to them, what we realized was two things; it was like a win-win. The doctor was happy because they were getting compensated, and they were happy because their patients' health was improving. So when Obama was in administration, he passed a really fundamentally important piece of legislation called The Sunshine Act. And that basically ended this quote, unquote, "golden era" of pharma companies giving kickbacks to doctors. WILL: Oh wow. IRFAN: And so since then, doctors have been very eager to find additional revenue streams that they can leverage their decades of medical expertise to earn. They got medical bills to pay off loans to pay off. They spent 20 years training for this job. And so they were excited about an additional revenue stream that leveraged their medical expertise and also helped their patient. Because they also started saying things like, "Well, my patients are always asking me like, 'What about these supplements I saw for these ads online?'" And the doctor says, "I don't know what these supplements are. WILL: [laughs] IRFAN: I don't have the data in front of me. I don't know what the ingredients are. I don't know whether to trust the company or not." And we are building a platform where it's all streamlined for the provider. The provider is able to review the clinical information. They're able to review their patient information. They're able to really quickly write reviews. We give them templates. We give them suggestions. They're able to reapply recent reviews. And so that was sort of the next iteration. And that's actually when thoughtbot came in and when I started thinking about raising a small round, getting a dev shop to help me build the MVP. And that's kind of how the semester ended up closing out. VICTORIA: I love that your mom and dad were so supportive, it sounds like, of you going full-time on this startup. Was that scary for them for you to do that? IRFAN: It's so funny, yeah. So what happened next was I decided I wanted to start raising a small round because I had the conviction that there was a problem to be solved for consumers, for doctors, and for health brands. And we could build this one unique multi-sided marketplace to solve them. I ended up going back to Austin for spring break partially to visit my family and partially because I wanted to pitch to Julia, the founder of Everlywell, who I thought of all people on planet Earth would understand what I'm trying to do. She would get it because I am building a SaaS solution for health brands like Everlywell and her consumers. And she got it. She was jazzed. And so, she decided to angel invest. And that basically spurred a ton of interest from venture capital firms. I wasn't originally thinking about raising an institutional round but was very lucky with the timing. Just before the market crashed, it was a very hot market. And so we ended up closing a real seed round with the question on hand about whether I should pursue this full-time because the capital that I raised necessitated building a real team. Or should I just take a smaller amount of money and go back to school? And it's unsurprisingly, every different person in my life had some opinion about this, from my wife to my investors, to my parents, to my friends. What I wanted was somewhere nestled in between all of those things. And when I caught my dad up on the phone a couple of weeks after spring break and told him of all the crazy stuff that had been happening...and it was just happening and unfolding so quickly. I was like, "Okay, dad. I'm laying out all my cards here. You have full liberty to be mad at me for wanting to drop out of Harvard." And his first reaction was, "Well, you know, I don't really see the downside. Like, you could either start a company that you're really passionate about and it could go well, or you could be the worst entrepreneur of all time and then just come back to school during this leave of absence," or deferral thing that I'm on right now. And that was the first time where I was like, "Oh, you know what? I think you're right." And the truth was I decided to just continue to let the summer go by to think about the decision a little bit more before I formally submitted my deferral to HBS. As the markets turned, we realized that we needed to hire internally to save on cash burn a little bit. And so once I had built this really awesome team that I'm so lucky to be surrounded by, that's when I was, you know, without a doubt in my mind, I was like, I got to keep pushing for this because now we have this awesome team that just wants to keep driving this mission forward. And we were getting traction. We were talking to hundreds of doctors over the summer. We were talking to health brands. And it really felt like we were onto something. MID-ROLL AD: thoughtbot is thrilled to announce our own incubator launching this year. If you are a non-technical founding team with a business idea that involves a web or mobile app, we encourage you to apply for our eight-week program. We'll help you move forward with confidence in your team, your product vision, and a roadmap for getting you there. Learn more and apply at tbot.io/incubator. That's T-B-O-T.I-OVICTORIA: I-N-C-U-B-A-T-O-R. WILL: I hear you have an amazing product team. How did you go about searching and building the right team? IRFAN: We got lucky in a second way because of timing, where the first time was I raised the capital when the market was really hot in April. And then, I started hiring when the market crashed. And, unfortunately, as you all know, lots of people have been getting laid off since the summer, particularly in the tech world: designers, engineers, marketers, et cetera. Now, all of a sudden, there was a flood of really great talent on the market. And that was also what spurred me to start thinking about hiring sooner than I was originally planning to. My forecast was to hire people end of this year, maybe in a month or so from now, to start that process. Versus, we ended up making our first full-time hire, I guess in July, maybe. And it was...the best way I can describe it is like dominoes falling where once you get the first one in, then it builds trust and credibility, and then the next one comes, and the next one. And so the first couple of folks were these two brilliant engineers who were close friends of my interim CTO and classmate, Amit, who was helping us build the foundation of the product this past summer. He did an amazing job of basically recruiting one engineer, Anand, our first engineer who started his career as a PM at Microsoft and then turned into a software engineer at a number of different startups and studied comp sci and electrical engineering at Berkeley with Amit, where they first met. And then the second engineer was Nupur, who was a colleague of Amit, a machine learning engineer at Google Brain and the moonshot X team at Alphabet. And they were both, I think, just kind of tired of big tech and were ready to bet on the upside and their career. And the timing was right based on where the market conditions were. And so they decided to take the leap of faith with me. And then after that, or around that time, kind of in the middle, we were able to bring on our head of design, Jakub, who is like a unicorn human with so much rich experience in the product world. So he was a computer animator and then studied visual arts, but then started his career very early in the coupon website space as a product designer actually. And then led product design as a founding designer at a number of different startups. And then, most recently, was a senior product designer at Roman, which is a really large digital health company similar to Everlywell. And Ro, Everlywell, Truepill, all these companies had mass layoffs in the middle of the summer. And so when Jakub took my call...He talks about a really funny story where he wasn't taking me seriously at all. Convincing these excellent, talented people to come join my dinky startup at the time was not easy. WILL: [laughs] IRFAN: And so he just kind of took it because there was a mutual connection. Or he just said, okay, I'll explore what's going on given how crazy the market is. But once he heard what we were building, he was immediately on board, actually, because Roman has also struggled with the same customer acquisition problems. And it's a huge reason why a lot of these digital health companies continue to remain unprofitable. And so he understood the problem deeper than I think anyone because of the experience he had in the same space that we were in. And he realized that there was an opportunity to build a solution to solve these problems. So that was the first core team. And then from there, it kind of just snowballed, you know, there was more and more interest from other folks to join. And we brought in a great junior product designer. We just hired our platform engineer. But that was the original core team from the summer who took the big leap of faith and joined because of the market conditions, the belief in the space. And we actually just met up in San Diego for the first time for a company retreat in person. And it was just fun meeting everyone in person for the first time because now I get to know them as real people and see all their personalities. And we're really psyched about coming to product launch pretty soon here. VICTORIA: That's wonderful and, you know, that compelling vision and having those first initial people join and brought in everyone else. You know, I think part of the reason people are hesitant to join startups is because there is that reputation for kind of unhealthy work-life balance. So you're a healthcare startup. So how do you start the culture of your company on a level where there is that balance and people want to join because it has a good culture? IRFAN: It's a super interesting question that we spent a lot of time actually talking about in San Diego as a team. And it was brought up because I have a somewhat unhealthy relationship with work. And I am constantly working. And this is the most important thing right now in our life. And so Nupur, one of our engineers, had a phenomenal analogy that I think is the right framework to think about this from a company culture perspective. Because I've always tried to share with a team, like, I don't expect them to work nearly as much as I do, and I don't want them to either. I think the analogy was such a fun, helpful way to think about why that was the case. And so she kind of said, "I'm like the aunt, and you're like the single father. And the aunt doesn't have to take care of the baby at nighttime and on the weekends, but the single father does. And it's not that the aunt doesn't care about the company, but there's some space and boundary in that relationship." And so that's actually our motto right now is like, yeah, we all care about this product and this company, quote, unquote, "baby," but there's always biologically intrinsically going to be a deeper relationship between me and this company, for good reason. And so that is going to require me to work harder and longer than anyone else, probably for a long, long time. And I had to be ready for that. My wife and I had to be ready for that. And so far, honestly, I've never been busier. But I've also never been...or, like, I've never had this ratio between busyness and stress where I'm really busy but not that stressed. And I think it's just because I love what I'm doing every day. I haven't ever found this happy balance where I actually just enjoy what I do. And I'm constantly excited about continuing to build the right product to help people. WILL: Wow. VICTORIA: I'm actually babysitting my niece and nephew this weekend. [laughter] My brother would say, "You need to be here on the weekends with them." IRFAN: Maybe not the perfect analogy. But-- VICTORIA: I like it, though. It makes sense. [laughs] WILL: There's a difference. [laughter] VICTORIA: Oh yeah. Will knows; he's a dad. WILL: Yeah. I know company values can be so...we have them. Do we follow them? Or sometimes they get put on the shelf. I was reading your company values, "People first, bias for curiosity, and dream big." For Frontrow Health, how does that play a role in the day-to-day? IRFAN: When Jakub, Nupur, and Anand had all joined like that first core team, we actually spent time writing all this out and creating a document that discussed what the company culture and values were. And we looked at different examples of other companies. Amazon famously has, I don't know, these 16 principles. And we kind of said, okay, we want to pick just a couple because you can't always focus on everything at the same time. And we need some sort of guiding North Star if you will. And so these were the three that we came up with, the ones that you mentioned. So we are people first; we have a bias for curiosity, and we want to dream big. So people first to us means that our mission like we talked about, we want to increase access to healthcare at home for the average American. And so every decision that we make at the company has to pass that litmus test first. Whatever feature we're building, whatever business model approach we're taking, whatever go–to–market approach that we're taking, is what we're doing going to increase access to healthcare at home for the average American? Yes? Then we continue onwards, and then we continue deliberating and deciding; if not, we pass. And so that is how we determine whether we can continue to be people first because that is our mission. And as we're going down that thread, we want to push ourselves to constantly be bettering and asking questions about how we can be better. That is the bias for curiosity. That was one of Everlywell's company values and was the one that I resonated with the most. I find tremendous value in asking questions. Nupur on our team, one of our engineers, is a great example of bias for curiosity. She's constantly challenging and asking the right questions. And that helps us be better at being people first and increasing access even more than we can because we're never settled with what exists today. And then dreaming big is about finding answers to those questions and not settling for the tried and true paths. Some of the greatest companies that have ever been created are the ones that invent new behaviors that have never existed before. So Airbnb, now all of a sudden, people are comfortable with strangers living in their homes. Uber, now all of a sudden, people are comfortable driving in a stranger's car. At Frontrow Health, we're dreaming big in a world where doctors are not currently engaging with their patients related to their home health and wellness journeys when they leave the four walls of their clinic. How can we change the behavior where doctors are more involved in that relationship in a way that doesn't exist today? And so that's a part of what we're trying to do, and dreaming big to go and increase access, like I said, is our ultimate North Star. WILL: Wow. You said something I think that was...it seemed very small, but I think it said a lot about you and your company. You said that you encourage your engineer to ask the hard questions. I think so many times, people hate the hard questions. They are fearful of that. But I think in your field, you have to be able to ask the hard questions. So that's amazing that you brought that up, and you're talking about that. IRFAN: Yeah. And it doesn't...it's not just me, for sure. I think my team is...and it's kind of you to point that out. But yeah, my team does such a great job of holding true to these values on their own and pushing me to remind myself of these values. Nupur actually is Slacking me right now about some thought that she had coming out of a meeting. WILL: [laughs] IRFAN: And two points about different alternative ways to think about things. And yeah, I want to keep encouraging them and our future employees to do that. Because you look at the worst examples in healthcare, in particular, tech as well, the worst examples of companies are the ones where the employees were not able to or encouraged to ask questions; that's when things go south. So Theranos is the simplest example of this where they were hiding everything from their employees, and people had questions constantly but never asked them. And that's when more and more bad decisions were made. So I don't want that to be the case for Frontrow. And so it has to start with, yeah, this bias for curiosity. VICTORIA: That makes sense. And I wonder if that's part of your success, being someone who doesn't have a background in engineering or programming specifically and enabling your technical team to build what they need to get done. IRFAN: Yeah. I can't honestly explain to you guys how much I've learned over the past six months from my product and dev team. And you're right that I think one could see my lack of programming as a weakness which, in a lot of ways, it is. But what has also manifested as a result of that is I have naturally had to lean more heavily on my dev team to be owners of decisions that affect our business and to challenge them to think about are we being people first if we build and design solutions in the way that you're describing? I don't know the right approach about how to build this, or on what tech stack, or in what capacity we have the ability to. You guys have to take ownership of thinking through those, solving those problems, and coming up with the right decision. And as a founder, that's scary to do. You're giving up control of the decisions to others. But at the same time, by giving them that autonomy and encouraging them to take ownership of it, they feel I think more and more invested in what we're building. And that hopefully builds the habit of what you guys were talking about around wanting to constantly seek better solutions, challenge because they know that they have a voice in how things turn out. VICTORIA: Right. Maybe you've discovered this naturally or through your education and background. But studies that are done around high-performing technology organizations find that no matter what processes or tools you have if you have that high-trust environment, you'll have better security, more software development throughput, all of those things. So I think you're doing it right by setting your values and creating that kind of high-trust environment. IRFAN: Super interesting. I didn't know that, actually, but it makes sense. [laughs] We've been seeing it. I actually want to give some credit to thoughtbot because thoughtbot helped us set a lot of this important engineering culture at the very beginning, where I had to rely on my thoughtbot engineers, folks like Jesse, Dave, and others, to help me make the best decision for my company. They taught me a lot of these things at the earliest stage back in May around, okay, like, you guys are a consulting firm at the end of the day, technically speaking. But they pushed me to think of it more as how do we co-make these decisions? Like, how do we leverage each other's strengths to make the right decisions? The thoughtbot design team and engineering team...one of our designers through thoughtbot, Steven, is so funny because...and I gave him this feedback, which is great feedback, which is like, he constantly asked questions. And if he hears this, he'll laugh because he's constantly pushing, like, "Why are we designing it this way? Why do you think it should be this way? Where is the evidence that the user wants it to be this way?" And it was a great setup for when our internal team came on because I just kept up that momentum. And then they just kind of took with it and ran. VICTORIA: How did you find us, or how did you find the right technical partners in the very beginning to help you build your vision? IRFAN: It was not an immediately simple process. But when I found thoughtbot, it kind of unraveled quite quickly in a good way. So I was working with Amit like I mentioned, who'll become our interim CTO, one of my classmates at HBS. And he helped me put together an RFP where we outlined all the different feature requirements, all the different intentions for our solution or timeline, our costs, et cetera. And I just did a lot of Google research about different dev shops, and I started talking to dev shops in lots of different locations, U.S.-based, European-based, Asian-based, Latin America-based, started comparing prices. We had questions where we wanted to see their creativity in developing solutions. We started accepting proposals, reviewing those proposals. I somehow stumbled upon thoughtbot's website during this process. And I noticed that Everlywell was one of thoughtbot's clients, Everlywell, the home lab testing company that I used to work at before business school. I was like, oh wow. I knew that our engineering team and our engineering leadership had a really high bar for when we worked with outsourced talent. And so I thought that that spoke volumes about choosing thoughtbot. And so then we actually ended up asking Everlywell CTO an unprompted question of like, "If you had to pick any dev house that you've known or have worked with, et cetera, that was supposed to build you custom software from scratch, who would you pick?" And he said, "thoughtbot." It wasn't even like a question of, what do you think of thoughtbot? Or, what was your experience? It was just like, imagine you had to pick, and, unprompted, he said thoughtbot. So that was actually what did it for me. And I kind of threw aside all the other logistical hoopla that we were going through and said, you know, I got to trust the people who I know and trust, and having verbal confirmation of that was huge. And then, of course, I enjoyed speaking with Dawn at thoughtbot, who was helping broker the whole discussion, and it felt easy. And their proposal was also quite strong. And then, as I dug deeper into thoughtbot, it became clear that no pun intended, you guys are kind of the thought leaders in a lot of ways. WILL: [laughs] IRFAN: It's funny, our head of design, Jakub, when I mentioned that he's a unicorn, it's because he also taught himself coding and programming. WILL: Wow. IRFAN: So he's like a pseudo designer and programmer. He can do a little bit of everything. And he actually...when I told him that we were working with thoughtbot, he was like, "Oh, I learned Ruby on Rails back in the day from thoughtbot with whatever content they had published back in time." And then, as I spoke to other dev shops about going with thoughtbot, they started saying things like, "Oh, thoughtbot, yeah, they're kind of the OGs of Rails and a lot of the core tech stack that's been around for a while." And so it was just continued validation of the right approach. And then, we started working with the team in May, right after my second semester of business school ended. And it's been an incredible process. We have never missed any deadlines, and we're actually two months ahead of schedule. And it's not just because they're good at what they do, but it's also because of the culture and the teaching me about the best way to run retros, and sprint planning, and things to think about in terms of trust in your engineer and building that trust, and all the soft, intangible things. It wasn't just like thoughtbot came in and built code. It was thoughtbot came in and helped establish the company in a lot of ways. VICTORIA: That's great to hear. Thank you for saying all those wonderful things. I'm sure me and Will agree 100%. [laughter] IRFAN: Yeah, it's been an awesome process. And yeah, we've even ended up basically bringing on as a full-time independent contractor someone who worked through thoughtbot because we love them so much. And they were just so excellent at what they did. And just, yeah, I think that probably speaks the most volumes about the kind of organization that you guys are running. WILL: I appreciate you saying that. That means a lot. It really does. I want to take a second to kind of circle back and kind of talk about how you find the providers because I think, for me, one of the most influential classes I had in college was my professor said, "Hey, meet me at the pharmacy." So we went to the pharmacy, and he started asking us questions. And he was like, "What medicine do you think would be the most impactful?" And we would try to pull it out. He taught us how to compare the active ingredients. IRFAN: Wow. WILL: Like how some stuff is just marketing, and it's not really helpful and things like that. But I also saw the side, you know, the amazing providers like your parents. You talking about your parents just reminded me of my parents and how supportive they are. So it's just amazing. You had your parents as providers. How did you find providers beyond that that you have to extend that trust to them? IRFAN: I guess two reactions. The first is how do we talk to doctors to get feedback on our solution as we're building it? And then how do we get doctors to sign up and use our solution with their patients? Those are the two chronological steps. So for the first one, we very liberally use a platform called usertesting.com, which we used at Everlywell, where I first got introduced to it. And it's amazing. We have the unlimited package, and we run tons of user tests a day. So, over the summer, we were literally having unmoderated tests from medical professionals, about ten healthcare professionals a day who were coming to our website, coming to our product, giving their feedback through these unmoderated tests. We were quantitatively assessing qualitatively assessing their responses to specific questions that we were asking them. Like, was it easy enough to write a review? What were you expecting to see? How did that compare to what you did see? Like, all the traditional kind of user research. They really helped us build the product, and then we were able to follow up with them, get on the phone with them, ask them more questions about their experience, about their current experience in their clinic, whether patients are asking them about these things, about their interest in certain supplements, et cetera. And then we actually had one medical provider, a family practice nurse practitioner from Vermont, who was so excited about what we were building. She was sending me all this other information and content about how to reach out to other doctors and stuff. And then, at the end of the summer, when we were just about ready to start getting our beta off the ground, we were going to choose one provider to work with who was going to recommend it to their patients, and they were going to slowly kind of monitor the experience. This nurse practitioner actually just happened to reach back out, and we happened to connect again. And she's like, "Okay, what are you guys up to? Are you guys done with your product? I really want to use it." And I was like, "Oh, wow. Well, it's great timing because we're looking for our first medical provider." WILL: [laughs] IRFAN: And so that's where we ended up launching beta with, which was awesome. And since then, I've been spending a lot of time thinking about the go-to-market approach beyond just one medical provider. How do we scale to thousands of medical providers? And luckily, selling to doctors is a solved problem, like; the biopharma and medical device industry has been doing this for decades. And so it was really just a part of me brushing up on a lot of the work that I was doing in life science consulting about helping Big Pharma and whatnot go to market and just stealing a lot of notes out of their playbook. So, for example, there are companies that allow you to run ads online that just target physicians. So instead of my dad seeing a Lululemon ad while he's reading The Wall Street Journal, he'll see an ad for Frontrow Health. And so we actually run marketing tests over the summer, towards the end of the summer, with a newer provider landing page that we had built to see what percent were going to click on the ads, what percent were going to come to the website and sign up, and then how much cost would that be per acquisition of a provider. And the results were actually much better than we thought. It was half as expensive as what we originally predicted, which is awesome. WILL: Wow. IRFAN: And that was before Jakub, our new head of design, had even touched the website. We're actually just revamping it right now because he's been going through and revamping other aspects of our product and marketing experience. And now we're at the provider part. So we're actually going to be just about a week or so away from launching the marketing tests and actually getting every day more providers on the platform. The product is now done, so they can start getting their patients on the platform. We just signed our first health brand. So now people are getting real product recommendations and getting ability to earn cashback. And we can be revenue generating, which is also super exciting that we're, like I said, a couple of months ahead of schedule, actually. VICTORIA: That's really exciting, and that certainly sounds like enough on your plate. But is there anything else on the horizon for Frontrow Health that you're excited about? IRFAN: Yes. We are super excited that we're just coming out of stealth mode and launching our full product experience for consumers, medical providers, and DTC health brands. Going forward into 2023, we're really looking to try to find this quote, unquote, "product market fit." Are doctors excited about signing up and getting their patients on the platform? Are those patients excited about the products that we're selling on our marketplace? And are we delivering new lifetime customers for these health brands at a more cost-effective rate than they've ever seen before? And solving that original problem that came to me while I was at Everlywell. And by doing all three of those things, hopefully, we'll begin to increase access to healthcare at home where people who are not suburban high-income folks who can afford to pay out of pocket for preventative healthcare; we can now make that more equitable by bringing down the cost through the cashback, by introducing the element of trust, by engaging with a medical provider, and by opening up people's eyes to thousands of different consumer health and wellness companies that now exist in the world that we want to be able to connect the right products to the right people with. VICTORIA: That's so exciting. I'm really glad we got a chance to talk to you today and hear more about your story. Is there anything else that you want to add before we wrap up? IRFAN: This has been super fun being able to even just reflect and think about our whole story. For anyone else listening who's interested or excited about entrepreneurship, there's a really good book that I read last summer as I started thinking about entrepreneurship for the first time called "The Hard Thing About Hard Things" written by Ben Horowitz, who co-founded the VC fund, Andreessen Horowitz. He was an entrepreneur himself. And it's one of my favorite books because, as the title [laughs] explains, it just talks about the difficulty of the experience and the journey that's still ahead of me. But I think the overall takeaway of the book and my experience over the past year is that it's just the single greatest learning experience of my life. And that's actually really all I'm trying to optimize for personally is I want to keep growing and learning, and learning about the space, learning about myself, learning about how to work on a team, how to lead a team, how to grow a team. And if you're at all interested in any of those things, keep trying to think about all the right problems that are being experienced in the world. And we still live in a world wrought with problems and don't have nearly enough founders trying to go and solve all of them. VICTORIA: That's a really great perspective, I think, to bring to it about your own personal growth. And that's what it's really all about. [laughs] And hopefully, we're able to solve some big challenging problems along the way. IRFAN: Hope so. WILL: You can subscribe to this show and find notes along with a complete transcript for this episode at giantrobots.fm. VICTORIA: If you have questions or comments, email us at hosts@giantrobots.fm. WILL: You can find me on Twitter @will23larry. VICTORIA: And you can find me on Twitter @victori_ousg. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. WILL: Thanks for listening. See you next time. ANNOUNCER: This podcast is brought to you by thoughtbot, your expert strategy, design, development, and product management partner. We bring digital products from idea to success and teach you how because we care. Learn more at thoughtbot.com. Special Guest: Irfan Alam.

Randa sits down for a solo episode to talk about 15 ways to help un-slump yourself! Even though it's still January, the New Year's Resolution high is now starting to fade for a lot of people. Some have even already broken their resolutions to themselves. Here's a few helpful tips to get yourself feeling re-ignited, in control and not like a victim living in pity of your own life. To learn more about Randa's company's $50,000 transformation challenge, visit www.PowHerfitChallenge.com. All entries are due by January 31!

As we recorded the first episode of 2023, we discussed our goals & opportunities to come for this year. We also covered more on Austin FC, the squabble between Shakira & Pique (BZRP), Manchester United & Barcelona taking the SuperCopa vs Real Madrid. Intro (0:00) What's New this Year (5:35) Austin FC (19:15) BZRP, Chisme in Fútbol (24:15) SuperCopa (30:16) Slacking & Bounceback (38:50) Links: OXF Contact Form: https://www.otraxfavor.com/contact-us --- Send in a voice message: https://podcasters.spotify.com/pod/show/otraxfavor/message Support this podcast: https://podcasters.spotify.com/pod/show/otraxfavor/support

Liz and Kat Zoom in with Mpume Ncube-Daka all the way from South Africa to talk about change conversations. Mpume works with people to drive the best decisions in their growth and development. She is passionate about personal and professional development and learning through change. Mpume thought she'd be a doctor when she grew up, but realized she needed to change direction after a failed math class. She then became an accountant and has built a career on change. After laughing at humanities students in college, Mpume finds herself a student of people and passionate about psychology and human development. With careers in marketing, business strategy, accounting, and finance, she can see all sides of business problems and be able to connect with her clients. We ask Mpume about navigating workplace relationships - what advice does she give for navigating the modern workplace? She reminds us to take time to relate to people as human. Take out the noise and get to know someone as a human. Navigating a workplace culture is about navigating that company's particular cultural nuances first. Once you understand that, you bring your authentic self into the space. First you want to observe how feedback is given and received- preferably at the interview- and see if it's a place you want to work. We ask about navigating a full career change vs a just job change. The #1 thing is self-awareness. If you know yourself, you know what excites you, what you don't want, and you want to do things that excite you and make you money. What skills and strengths do you have that are marketable? You may love to color, but it may not pay the mortgage. You don't want to get all of the meaning of your life from work. We work to have the life that we want- all happiness can't come from the workforce. Communicating effectively is a key skill to thrive in today's work world. Mpume has ABCs of work communication. For her, #1 is interpersonal communication, which includes both verbal and non-verbal communication. We all want to be heard, no matter if someone agrees or not. If we feel heard and listened to we can work together. Be good at listening and giving the time to hear someone's opinions. And it's important to clarify that you heard the thing they were actually saying. They key to effective listening? Be present. Not checking email. Not checking Slack. Not prepping dinner. Clarify what they are saying to make sure you understand. We ask how do we stay present in today's crazy world? Don't make it about you. When it's about understanding what the other person is saying, you can focus on their message. It comes to company culture- if everyone expects instant communication and people are Slacking during meetings, you're not encouraging listening and being present. We ask for advice on behalf of our listeners who feel stuck in their career. Mpume wants you to look at what “stuck” looks like for you. Why do you feel stuck? Get to the bottom of why you're feeling that way before you start to solve the problem. If you're stuck, how do you getting out of the hole? Create goals to challenge yourself to get out of that space. Does being stuck feel different for women? Yes! Sometimes we need to make choices that work for us and what we want in our lives. That said, many women want to be super women and not drop anything, and we come at our situation from a guilt perspective. When we realize what we need and want and stop feeling guilty about what we aren't doing, we find our power and our gratitude.

Happy New Year and welcome to 2023! As promised, Natasha is taking over Equity Monday for the beginning of this year as Alex is out on paternity leave. Big hugs to his growing family!We're starting the year with big post-PTO energy, because there's no other way we know how to do it. Here's what we chatted:Tesla missing expectations, Meta doing its let's-just-acquire-smart-talent thing, and a debut in the S&P 500 that caught our attention.A big idea that is running around over at Matrix. TC's Paul Sawers looks into how messaging apps may become more interoperable thanks to a fascinating new protocol. To us, this screams the ideas of decentralization from crypto last year, but with a more understandable pitch. Catch me Slacking you on WhatsApp!Finally, we end with a look ahead at CES this week. We have reporters on the ground catching the moonshots, and we'll have updates for you with the full crew on Friday!As always, there's more to come, so follow us on Twitter @EquityPodEquity drops at 10 a.m. PT every Monday and at 7 a.m. PT on Wednesdays and Fridays, so subscribe to us on Apple Podcasts, Overcast, Spotifyand all the casts. TechCrunch also has a great show on crypto, a show that interviews founders, one that details how our stories come together, and more!

The holidays are getting closer and closer as Mikey, Frankie, and Gianna talk pet gifts, frozen hair, bad gifts, slacking off, holiday travel, being patient, and being thankful for food and family.

In This Episode: An 18 year gets the ultimate revenge on his step-dad, Christian learns about some local drama, a vacation gets cancelled after a Wife cries to her husband, a Pro-Lifer doesn't understand why people don't like him, and a listener wants to know if they are the AH for not doing more around the house when they babysit. For this week's Circle Jerdge we go over November's Poop Totals and Josh surprises us with a taste test of a new JUDGIES FAVORITE, Melon Cola!!!!!!!! This Episode Sponsored by: Pretty Litter Go to PrettyLitter.com/Judgies to get 20% off your first order of Pretty Litter! Get Judgies Merch Here: https://store.streamelements.com/judgiespod Our Patreon is officially open, if you want to see extra content go check it out! https://www.patreon.com/JudgiesPod Send us mail! (Addressed However You'd Like) P.O. Box 58 Ottawa, IL 61350 Leave a Review! https://podcasts.apple.com/us/podcast/the-judgies/id1519741238 Follow us on Twitter: https://twitter.com/judgiespod Follow us on Instagram: https://instagram.com/judgiespod Intro Music by: Iván https://open.spotify.com/artist/5gB2VvyqfnOlNv37PHKRNJ?si=f6TIYrLITkG2NZXGLm_Y-Q&dl_branch=1 Story Links: Time Stamps: 0:00 Intro 1:55 Erika teaches all of us 2:51 MAIL TIME!!!! 7:01 The Reviews are IN 9:14 AITA: For making my stepdad pay rent 14:51 Local Drama 20:01 AITA: For Crying to my Husband 26:11 Facebook Post: Pro-life Man can't get a date 33:33 This Episode brought to you by Pretty Litter 35:32 Return From the Break 35:52 Ricky's Dream 37:01 Circle Jerdge: November Poop Tally 40:53 Secrect Circle Jerdge: Melon Cola 50:28 Listener Sound 53:23 Listener Story: AITA for Slacking at Work? Learn more about your ad choices. Visit megaphone.fm/adchoices

It's time for listener questions! Join us for another episode of Business Brain to hear our take on social media algorithms before we jump in to help Kate with her horse-based family business. Then we tackle a tricky question about a business partner for over a decade that is stuck […] The post Algorithms, Family Businesses and Slacking Partners – Business Brain 405 appeared first on Business Brain - The Entrepreneurs' Podcast.

Meta's quarterly profit, of $4.4bn, fell short of forecasts, shaving more than 12% off its share price in post-session trading. Hosted on Acast. See acast.com/privacy for more information.

WE NEED TO STOP SLACKING OFF AND START GETTING SH*T DONEAs sellers or any employee for that matter, we tend to be selective with the tasks that we want to be productive with. We often slack off by avoiding the more challenging tasks, and it's hurting our productivity. Tune in as Collin discusses how this is happening in sales and how this can be fixed in this latest episode of Sales Transformation. Want to book more meetings and close more deals? Start selling the way your buyers want to buy with Humantic AI! Stop sending boring sales e-mails and start sending personalized GIFs and Memes with VIDU.io!TRANSFORMING MOMENTSFiguring out your revenue-generating activitiesYou're spending less time than you admitGetting the real value out of your workDon't be vague, make it granularYou have to put in your calendar“That's three channels that you could essentially prospect on, but there's always going to be one that you prefer doing more than the other one that maybe is a little bit more challenging. And you're always going to avoid that one, you're always going to spend less time on that, or you're gonna easily be like, ‘Oh, my hour's done, I got meetings now', and it's just not gonna get done.”  - COLLIN: Things aren't getting done because you're avoiding them Connect with StoyanStoyan Yankov | StoyanYankov.comConnect with CollinLinkedIn | YouTube | Newsletter | Twitter | IG | TikTok

The Left shamelessly uses any emergency to push their political agenda, hurricane Ian is the latest example of that. The New York Times posts an article about transgender regrets and is viciously attacked by the Left, and so much more on today's episode. 

Have you given yourself permission to slack on your exercise and overall physical health? I get it, we're in the middle of a global circumstance that can be used as a great excuse to not exercise and neglect your health. But the ripple effects of doing so are far reaching, and you may be underestimating how detrimental it can be for your overall health & wellbeing if you've been putting physical exercise on the back-burner. In today's conversation I'm illuminating the 5 key areas of your health - physical, emotional, mental, spiritual and social - and I'm showing you how they are all connected. Now is not the time to take your foot off the health gas. Especially if you're afraid for your physical health, now is the time to do MORE exercising, MORE clean eating and MORE healthy social connecting. Resources from this episode: Grab a copy of The Legend Of The Curl Girl on Amazon Dasha Shaw aka "The Hair Doula" on Instagram @thehairdoula * LEAVE ME A REVIEW ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/having-it-all-conversations-about-living-an-abundant/id1093257684 * CHECK OUT THE ENTIRE HIA PODCAST CATALOGUE: https://podcast.matthewbivens.com/ * LEARN ABOUT MY COACHING PROGRAMS: https://www.matthewbivens.com/coaching/ * SEND ME A QUESTION: matthew@matthewbivens.com

I just want to say it's been 2 years because last year?? I was slacking and in my mess!!!But I just want yall to know that it's okay just to step back and take a break!  I love you guys and thank you for your continuous support! Support the show

The post Ep381: 10 Signs That You're Slacking in Self-Care appeared first on Heal your Hunger.

What if you locked yourself in a room and threw away the key to work on your business? Stop the Slacking, the doom scrolling, but forced to focus on the agenda of improving...everything. That's exactly what Kim Coleman, co-founder Paid Memberships Pro & Sitewide Sales, did to re-focus the Sitewide Sales business. Running a business of 2 core products, 14+ employees, and with her husband...it was time to "get away." If you enjoy today's episode, please share it on social media! Links Kim Coleman on Twitter Paid Memberships Pro Sitewide Sales Jason Coleman on Matt Report Support the show; Join our #linksquad membership ✨ Check out what InMotion hosting is up to with their new Managed WordPress product! ★ Support this podcast ★

What if you locked yourself in a room and threw away the key to work on your business? Stop the Slacking, the doom scrolling, but forced to focus on the agenda of improving...everything. That's exactly what Kim Coleman, co-founder Paid Memberships Pro & Sitewide Sales, did to re-focus the Sitewide Sales business. Running a business of 2 core products, 14+ employees, and with her husband...it was time to "get away." If you enjoy today's episode, please share it on social media! Links Kim Coleman on Twitter Paid Memberships Pro Sitewide Sales Jason Coleman on Matt Report Support the show; Join our #linksquad membership ✨ Check out what InMotion hosting is up to with their new Managed WordPress product!

In this episode of Quit Bleeping Around®, awesome superachiever, author, and self-improvement expert Christina Eanes interviews Mike Arnold. Mike has been a work-from-home entrepreneur for over 15 years and is the author of “Slacking Off: A Successful Way to Work from Home.” In this episode, Mike discusses how to become aware of your favorite ways of slacking off for fun and how to use this awareness to make better use of your time. If you'd like to learn more about Mike, visit his website at slackingoffbook.com For more info about Christina, visit ChristinaEanes.com Episode Credits: Series Announcer: Seth D. Meyers (sethdmeyers.com) Host: Christina Eanes (quitbleepingaround.com) Outros Announcer: Linnea Sage (linneasage.com) Intro/Outro Music: “Dangerous Dog” by Charlie J. Smith/SI Publishing

"Overcoming the mindset of slacking off" by a Falun Dafa practitioner in China. An experience sharing article on the Minghui website.

Everyday when I leave my gym, Marc Zalmanoff sends everyone out personally by saying to each of us, "Make Good Choices."  That's the name of his book and podcast.  By the way, you should check them both out.  The reason Marc says this is because he knows we all suffer from decision fatique.  From the moment we wake up in the morning, we're having to decide if we'll go to the bathroom, drink a glass of water, and the decision train doesn't stop until we go to sleep.  As the day progresses, we experience decision-fatique.   When we're tired from making decisions, we make poor choices.  Fast food Watching TV instead of working  Slacking on our health regimen Being lazy in our relationships The list goes on.  But here's what I know.......... The more concious and aware you are, the better decisions you will make.  I have a free software that will help you do this by tracking where you're winning daily in your faith, fitness, finances, and family.  Go to www.dailygcode.com  Make good choices.  You'll have a great life! #RiseAbove  HOW TO GET INVOLVED:  This planet is based on an algorithm and with every positive action, there is an adverse reaction.  Ryan Stewman rose and overcame a life of addiction, imprisonment, divorce, and circumstances that would break the spirit of the average human being.  He went on to create a powerful network of winners and champions in life and business creating a movement quickly changing lives one day at a time.  Learn more at: www.JoinTheApex.com   Check out this show and previous killer episodes of the ReWire Podcast in Apple Podcasts.