Podcasts about Sommerville

SEGMENT - In tonight's New England Nightly News a Sommerville pizza place made famous thanks to a pizza review gone wrong is back in the headlines.

HR3 - Arcand turns his attention to the Patriots in hour 3, did Mike Vrabel channel his inner Bill Belichick in today's media availability? A Sommerville pizza place is making waves yet again in the new England Nightly News, and Boston College's hockey season has come to an end, Arcand explains why he thinks the men's hockey tournament has blown March Madness out of the water this year.

Mike, Richie and Alec break down Jordan Derkack (1:30) and Lathan Sommerville (10:30) departing the Rutgers basketball program. They also discuss some potential portal targets (20:00) and Rutgers wrestling portal entries.

In Part 2 of our All In series, Pastor Terrell Sommerville delivers a powerful reminder: You are invaluable to the Body of Christ.Even when you feel unqualified, unseen, or unsure—God has uniquely created you to make a difference. You are called, chosen, capable, and essential to His work.This message will challenge you to see your role in the Church differently and inspire you to serve with purpose. Because when every part of the body is engaged, the Church becomes unstoppable.You don't have to be perfect—just willing.You matter. Your gifts matter. Your presence matters.

Welcome to Freedom Church! In Part 1 of our "All In" series, Pastor Terrell Sommerville unpacks what it means to be fully committed to Christ.

Brodie a commencé sa carrière comme boulanger, ensuite un jour, alors qu'il est déjà végétarien voire végane, il applique chez Martin Piccard, un célèbre chef de Montréal connu pour son foie gras. Pendant 6 saisons, il travaille là bas où son plan est d'apprendre les techniques pour ensuite les appliquer à des recettes pour son futur restaurant végétalien.Il ouvre Le Maynard quelques jours avant la pandémie en février 2020, il ouvre ensuite Natsu dans Hochelaga en 2023 avec une idée bien précise. Il nous raconte son parcours.On est dans le jus est un podcast sur la gastronomie au Québec.

MUSKOKA DRAWDOWN SHARON SOMMERVILLE JANUARY 18 2025

Pastor John Sommerville serves as the Chief Financial Officer at UNW.  While serving as a pastor at City Church in Minneapolis, John wrote a series of Christmas stories and shares one of his favorites with our student body today.  Pour some hot chocolate, make a fire, and enjoy John's story.  

Watch Episode 125 Trailer Link: https://www.instagram.com/p/DDPj27zRLb7/James Sommerville is the co-founder of ATTIK and former VP, Global Design for Coca Cola. I asked him how people can navigate their career in the creative industry. He gave us his insights on balancing creative freedom with making money, collaborating with other creatives, how to work with brands, and how he sees the future of agency model evolving. Enjoy!Chapters:00:00 The Evolving Role of Creatives in Branding02:53 Understanding the Importance of Personality in Creative Teams05:49 Navigating the Freelance Landscape: Common Pitfalls08:46 The Balance of Creative Freedom and Financial Stability12:09 The Impact of Personal Projects on Professional Growth15:01 The Dichotomy of Passion Projects vs. Paid Work18:01 The Role of Ego in Creative Decision-Making20:52 The Spectrum of Creative Personalities23:55 The Importance of Collaboration in Design26:51 The Value of Introversion in Creative Fields30:12 Effective Communication Between Designers and Clients33:00 Learning from Designers: A Collaborative Approach35:51 The Niche of Brand Strategy in Design38:19 The Evolution of Design Roles45:28 Navigating the Freelance Landscape50:05 The Shift in Creative Agency Models53:43 The Future of Design and Technology01:01:50 The Importance of Storytelling in Design01:10:06 Building a Creative CommunityFollow James :https://www.instagram.com/jamessommerville/https://www.jamessommerville.co/Check out Known Unknown:https://www.instagram.com/knownunknownco/https://knownunknown.com/Follow me: @SunYiCo Website https://sunyi.coNight Owl Nation https://sunyi.co/night-owl-nation/Instagram https://instagram.com/sun.yiTikTok https://tiktok.com/@_sun.yiTwitter https://twitter.com/_sun_yiLinkedIn https://linkedin.com/in/sunyi-nightowls/Facebook https://facebook.com/sun.yi.nightowlsThreads https://threads.net/@sun.yiDomestika https://domestika.org/en/courses/2638-the-art-of-storytelling-for-freelancers-and-creators/sunyi***

In this episode, certified counselor Somerville Johnston returns to the show to do a dive deep with Anna into the mental health impacts of Hurricane Helene on their Asheville community. They candidly explore the emotional landscape of discomfort, self-care, and survivor guilt, while underscoring the essential role of community support in the healing process. The conversation sheds light on the importance of showing compassion—for ourselves and others—as they reflect on the collective grief that follows natural disasters. Anna and Somerville discuss the complexities of grief and loss, emphasizing how grief is an ongoing process. They share personal strategies for coping, stressing the importance of routines, presence, and allowing emotions to flow freely. Ultimately, this dialogue is a powerful reminder of the strength found in small acts of care and the profound interconnectedness between individual struggles and community-wide recovery.

Nueva entrega Música de Contrabando, semanario de actualidad musical en Onda Regional (26/9/24)Entrevistas:- Manolo García viene de gira con el segundo tramo de ‘Cero Emisiones Contaminantes Desde Ya'- Pablo de Torres nos presenta el nuevo espectáculo de Belter Souls, ‘Mediterráneo'Noticias:Fallece Kris Kristofferson, estrella de country. Adiós a Ricky Morales, integrante de Los Brincos y Barrabás. Llega un documental sobre Waldo de los Ríos, cocreador de l Sonido Torrelaguna junto a Trabuchelli. Tears For Fears anuncian directo y película, Novedades discográficas:U2, The Horrors, Parade, Bright Eyes, Katie Gavin, Pauline en la Playa, Meca, Jennifer Castle, Interpol, Camera Obscura, Fitness Forever Feat Calcutta, Nos Miran, Yarea, Geordie Greep (black midi), Bartees Strange, Cariño, María Sommerville, Marta Movidas, Justice, The Weeknd, Carolina Durante, ParquesVr, Amaral, Lady Gaga, Mediapunta, Birman, Everything Is Recorded, Ginger Root, Tito Ramírez, Olivia de Happyland, Mala Cotton, Doble Esfera. Agenda de Conciertos: Manolo García, Belter Souls, Los Hermanos Cubero, Palomo Palomo, Big Up Live, Pía Tedesco, Karlan, Chiara Oliver, Germán Meoro, Lágrimas de Sangre, Cartagena en los Balcones, Love Twenties Murcia, I Love Reggaeton, Norte Perdido, Evve, Ruidismo , Iluminados, Ambkor

Prawn was formed in 2007. In 2011, they self-released their first full-length album, You Can Just Leave It All. The band followed up this release with other releases including Ships, Kingfisher, Run and some Singles and Splits along the way. I got Kyle and Andrew on the Skype and this is what we chat about: Good bands from their hometown of Ridgewood, NJ Basement shows Moving Mountains Top Shelf Records Charlie Wagers Andrew leaving the band Yuengling First as Tragedy, Second as Farce Playing Audiotree And a ton more Check them out Sept 6 in Sommerville, MA, Sept 7 in Ridgewood, NJ, Sept 29 in Philly, and at some point the weekend of FEST. All the info is on their IG page prawnmusic Feel free to support  the podcast for as little as $1 a month through Patreon

All Things Internal Audit: Fraud Podcast "Playing the Fraud Card" Listen to The IIA's new Fraud Podcast brought to you by All Things Internal Audit. The Fraud Podcast provides fictionalized accounts of real-world frauds featured in Internal Auditor magazine's Fraud department. In the latest episode, City Auditor Michelle Martinez uncovers a gift card scam orchestrated by Jonathan Erick, a former City of Sommerville employee, using city funds. Martinez's keen auditing skills reveal Erick's misuse of purchase cards, leading to his arrest and highlighting the importance of robust internal controls. Listen to “Playing the Fraud Card.”IIA members can access bonus content in the form of lessons learned by reading the full Fraud article. Available now on all major podcast platforms and our Youtube channel.

Glenn Sommerville is a lean and continuous improvement professional in the practices and philosophies of the Toyota Production System (TPS), trained and mentored on the shop floor in Japan by Toyota Senseis. Glenn has over 25 years of applied hands-on operational experience in executive leadership positions at companies such as Honeywell, Toyota, BlackBerry, and Amazon. Outline: Introduction and the Importance of High-Performance Leadership The Power of Defined Processes in Increasing Efficiency The Importance of Trials and Simulations in Product Development Investing in Leadership Development and Operational Improvements Learning and Creativity within Budget Constraints Involving Manufacturing and Operations Early in Product Development Continuous Improvement Efficient Supply Chain Management and Setting Targets The Trust but Verify Approach to Problem-Solving and Culture Building Conclusion Links: Show notes: http://brandonbartneck.com/futureofmobility/glennsommerville Edison Manufacturing Exchange: https://brandonbartneck.substack.com/publish/home https://hp-leaders.com/ Bio: Glenn is a lean and continuous improvement professional in the practices and philosophies of the Toyota Production System (TPS), trained and mentored on the shop floor in Japan by Toyota Senseis. Glenn has over 25 years of applied hands-on operational experience in executive leadership positions at companies such as Honeywell, Toyota, BlackBerry, and Amazon. Throughout his career, Glenn has overcome multiple significant business challenges which has given him the experience and knowledge to lead and implement transformational change and continuous improvement, with a proven track record of success and results across multiple industries. His strong passion and obsession for leadership coaching and change management are two of Glenn's fundamental specialties. He believes that a strong commitment to people and processes is the key to employee engagement and long-term success. Glenn is a graduate of Toronto Metropolitan University's (formally Ryerson University) Bachelor of Engineering program with a minor in Computer Science, is a licensed Professional Engineer and holds an MBA from Herriot-Watt University. Glenn also has a personal website where you can find topical posts and articles about leadership and continuous improvement (lean) beyond what is posted on this HPL site. Check it out at www.glennsommerville.com. He is also always interested in expanding his professional network of like-minded leaders. If interested, follow him on LinkedIn. About HPL Experience has taught us that over 95% of organizations fail to sustain a high performance culture over the long term (7 to 10 years). Success depends on strong and committed leaders, an effective management system structure, and a whole person focused culture based on respect and trust. Creating an alignment of high performance leadership depends on all three of the elements working together to achieve this. We teach leaders the skills to develop themselves, to build effective management systems and to build the organization's culture. HPL continually develops leaders, management system and culture models through its collaboration with HPS Consortiums. The HPSC develops best practice models through the implementation of the thinking by its consortium member partners. Over 25 years of experimentation, benchmarking and best practice development have resulted in organizations and models that are some of the best in the world. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, effective, and accessible mobility solutions, with a spotlight on the people and technology advancing these fields. Edison Manufacturing and Engineering: Edison is your low volume contract manufacturing partner, focused on assembly of complex mobility and energy products that don't neatly fit within traditional high-volume production methods.

Before the era of the DCP, film projectionists were essential to the movie theater experience. Adrianne Jorge first started her career as a projectionist when she moved to New York in the 90s. Once she was able to join the union through the help of another establishes projectionist, Adrianne would go on to work at film festivals and landed a regular gig projecting films for Woody Allen in his private screening room. After the era of digitization shattered the movie screening industry, Adrianne was fortunate enough to transition and eventually return to her craft working at the Sommerville theater in Boston. While being a film projectionists today is considered a niche job, it's a calling to a time where the human element was still very much connected to the film viewing experience. Tune in and listen to Adrianne share her experiences and years of wisdom in this craft.

Coming up on 580 Live, Coop is guest hosting.Delegate Mike Pushkin (Kan-54) will be by with his election reaction and more.  Plus Sam Sommerville from the Charley West BBQ Fest and Tim Brady from the Charleston WV Convention & Visitors Bureau.  Your calls at 304-345-5858 and text to 304-935-5008.

Today we had the absolute pleasure of sitting down with Michael Oxton, co-founder of Night Shift Brewing! Michael takes us way back to the early days of Night Shift, when he and two friends bought a “brew at home” kit and started making beer in their Sommerville apartment. They opened their first location in Everett in 2012 where they brewed 250 barrels of beer. Fast forward to today when they brew 35 thousand barrels of beer annually! Michael walks us through some of the keys to success in this industry - including switching from bottles to cans, starting a distribution company, and saying “no” to a massively tempting deal for the name “Night Shift.” Michael is so down to earth, and has never let his success cloud his vision of the company mission. We absolutely love this conversation. Enjoy! Night Shift: https://nightshiftbrewing.com/Follow Night Shift on Instagram: https://www.instagram.com/nightshiftbrewing/?hl=enWork with us here: https://www.businessmusclepodcast.com/You can follow us on Instagram @businessmusclepodcast, @elisecaira and @dr.ariel.dpt. Follow us on facebook: https://www.facebook.com/profile.php?id=100095609733486Join our Facebook community of other entrepreneurs for insider tips and tricks: https://www.facebook.com/groups/255295687403161Get your FREE Business Starter Checklist: https://www.businessmusclepodcast.com/freechecklistFIXXED: https://www.fixxedstudios.com/Sweat Fixx: https://www.sweatfixx.com/

Somerville, a licensed professional counselor and somatic experiencing practitioner, discusses how your nervous system works, and how you can grow your stress resiliency to face challenges. She shares strategies for getting comfortable with discomfort, and offers valuable advice on how to overcome perfectionism and self-judgment. Anna and Sommerville talk about the power of vulnerability and community in supporting personal growth and the benefits of sharing experiences and struggles with others. Learn how your vulnerability actually makes you strong. The conversation also delves into the balance between comfort and growth, highlighting the need to find a healthy equilibrium to live to your fullest potential.

This episode  covers various stages of a dog's life and corresponding physical and psychological changes that come with each stage. The conversation aims to provide insight, prepare you to help your dog through difficult times, to manage behavior, and plan fundamental training for your furry friend. When your dog displays sudden or concerning behavior at any stage of their life, or if any changes continue without resolution, please contact your veterinarian first for guidance. Thanks for listing vivian@dogbehaviorandconsulting.comEMBARK DNA savingsStarting December19 and through December 28,  Save $60 off Breed + Health Test & Purebred Test, Save $30 off Breed ID Test Click on this link here . At check out use the code DNAYAYResourcesAsher, L., England, G. C., Sommerville, R., & Harvey, N. D. (2020). Teenage dogs? Evidence for adolescent-phase conflict behaviour and an association between attachment to humans and pubertal timing in the domestic dog. Biology letters, 16(5), 20200097.de Faria Jr, O., Pivonkova, H., Varga, B., Timmler, S., Evans, K. A., & Káradóttir, R. T. (2021). Periods of synchronized myelin changes shape brain function and plasticity. Nature Neuroscience, 24(11), 1508-1521.Dinwoodie, I. R., Zottola, V., & Dodman, N. H. (2021). An investigation into the impact of pre-adolescent training on canine behavior. Animals, 11(5), 1298.Houston, M. L. (1968). The early brain development of the dog. Journal of Comparative Neurology, 134(3), 371-383.Miklósi, Á. (2014). Dog behaviour, evolution, and cognition. oUp Oxford.Overall, K. (2013). Manual of Clinical Behavioral Medicine for Dogs and Cats-E-Book. Elsevier Health Sciences.Owczarczak-Garstecka, S. C., Da Costa, R. E., Harvey, N. D., Giragosian, K., Kinsman, R. H., Casey, R. A., ... & Murray, J. K. “It's Like Living with a Sassy Teenager!”: A Mixed-Methods Analysis of Dog Owners' Perceptions and Experiences of Dog Behaviour between the Ages of 12 Weeks and 2 Years.Scott, J. P., & Fuller, J. L. (2012). Genetics and the Social Behavior of the Dog (Vol. 570). University of Chicago Sapolsky, R. M. (2005). Why Zebras Don't Get Ulcers. Henry Holt & Company: New York, NY, USA.Serpell, J., Duffy, D. L., & Jagoe, J. A. (2016). Becoming a dog: Early experience and the development of behavior. The domestic dog: Its evolution, behavior and interactions with People, 2, 93-117.Acoustic morning leaves TunePocket Receive $50 off when you follow this link and enter CSAT50 at check out. Here's the link written out https://courses.malenademartini.com/?aff=4 This podcast is suitable for pet dog guardians, shelters, rescue staff/volunteer fosters, adopters, veterinary professionals, animal trainers, behaviorists, research scientists and anyone interested in learning about human dog relations, evidence based behavior interventions, and ethical and humane practices. All content provided on this podcast is for entertainment and educational purposes only. The podcast host makes no representations as to the accuracy or completeness of any information; is not liable for any errors or omissions in the information; will not be liable for any losses, injuries or damages from the display or use of information. All information provided is not intended to diagnose, cure or prevent any conditions. Listening to this podcast does not guarantee change. Contact your veterinarian or board certified behaviorist if behavior persists.

[00:00:00] John Sommerville: I was talking to somebody recently who was saying that you should never surround yourself with people who are just yes people. And I said to him, you don't want to surround yourself with people who are no people either. What we need is people who really love us and care for us and will do both. They will tell us and give us positive affirmation when we need it, and they will tell us the truth when we need to hear it, even if it's uncomfortable. +++++++++++++++++ [00:00:27] Tommy Thomas: Today, we're continuing the conversation we began last week with John Somerville. John is the Vice President for Finance and Operations and the Chief Financial Officer at The University of Northwestern St. Paul. John has served as the Board Chair at InterVarsity Christian Fellowship and currently serves on the Board of Trustees of Christianity Today. Some things you probably won't learn about John from the internet include he's an avid reader, reading on average 50 plus books a year. He's an avid runner. He's completed six marathons, including the 2019 Boston Marathon, and more than 20 half marathons. And he's the author of Making Room for Christmas, a Collection of 10 Original Christmas stories. John has served in senior leadership with four different organizations and has done a lot of hiring. On the flip side, he has had to release people along the way. I'm always curious about any magic bullets that leaders might have around successful hiring and necessary firing. Let's pick up the conversation there. [00:01:39] Tommy Thomas: Have you got a favorite or a go-to interview question? [00:01:43] John Sommerville: I don't have a question. I have a category of questions. I like to ask behavioral questions. In other words, what did you do? I like to hear what people have done. Now, I don't actually ask many questions like, tell me about yourself, what do you like or what are your qualities. Because I think people can develop answers to those that are not grounded in what they actually are. They're aspirational. They may say, I'm innovative or I'm a strong leader. I like to ask questions about things they've done and hear through that what I think they may do again in the future. [00:02:20] Tommy Thomas: You know I found in my business, it's easier said than done to get a hiring committee to do that. One of my favorite ways of going at that is I tell them to circle the action verbs on somebody's resume and then peel back the layers of the onion. What did that look like? But I never cease to be amazed that people don't want to do that. It's interesting that you develop that early in your career. [00:02:47] John Sommerville: Tommy, one of the things that I've appreciated about you and your organization is these motivated abilities, the kinds of surveys that you do. I think that's really wise because measuring qualities, whether it's introversion and extroversion, whether it's, whatever the test you have, if it just measures things that qualities about a person, you're still not getting at what are they going to do if I give them a job? [00:03:14] Tommy Thomas: So, you've given somebody a job, and for some reason, it didn't work out. What goes into your decision to terminate somebody and maybe what have you found to be the best way to do it? Hire slow, Fire fast! [00:03:26] John Sommerville: I think you hire slow, fire fast. I have to confess that I have found performance improvement plans virtually worthless. In other words, we do them because sometimes maybe we believe we need to do them legally, or in some other way we need to be fair. Maybe we've delayed too long in giving feedback we should have given earlier. I think if I've made any mistake in leadership and managing people over time, it's sometimes I'm too patient. I sometimes assume that this person's going to catch hold, but once we determine as leaders that someone is the wrong fit or doesn't have the abilities I think we need to call it quits. The other thing that I try to discern is their willingness and ability. What is it that is getting in the way? And if it's ability or skills, I'm more willing to be patient and let the person try to give the person the coaching they need. I once worked with someone who was struggling with our boss. And he and I were runners, and we were on a run together and he was complaining to me about our mutual boss and why he didn't get along. And halfway through the run, I said to him, you know what? I said the issue here isn't your ability to do what he wants you to do. It's your willingness. You don't want to do this. You don't like the direction he wants to take your role in the organization. And by the end of the run, he said, you're right. And he began to make a transition out of the organization. Discerning those things is really important. [00:05:00] Tommy Thomas: Let's go back to hiring for a minute. In this litigious world that we live in, what credence or stock do you place in reference checking? [00:05:10] John Sommerville: Some, but people choose who they give you. I try to ask questions that I think can get beyond the surface. In other words, I try actually not to ask as many open-ended questions as you might imagine. And I try to ask questions that get at, have they had conflict with someone? How did they resolve it? Have you watched them fail? And what did you learn from them in that instance? I try to ask questions that are as behavioral as possible and I may ask what are their greatest accomplishments, but also what things didn't they get done for you or what do you think they need to improve on? And sometimes they can't answer because they don't really know. The other thing that I do is if I know anybody who's in any way connected to them. If it's not on the resume, it's not a ref on their reference. I may call them anyway.  I may say hey I'm talking to so and I think you know them. I noticed on LinkedIn you're connected to them. Can you tell me anything about them? I'll go beyond the list of references to find out what I can about people. [00:06:18] Tommy Thomas: Where were you in your career when you felt like you were comfortable in your leadership skin, when you were comfortable that you were a leader? [00:06:28] John Sommerville: I think that I would say that in some ways, I don't know that we should ever get too comfortable. I think I have learned over the years things that I do well and things that I don't do well, and that's become clear over time. And so I would say that I got more comfortable maybe particularly early in the years that I was leading the church that we planted. And I would say during my time at General Mills, I was around a lot of great leaders, and I was young. And so, I probably felt more unsettled, or I was still learning and feeling and learning what I do well. But I've always found that every year I have a new insight, a different way of understanding what it is I do best. Try to do those things as much as I can and things I don't do as well. Try to either work to remediate or try to find somebody else who can complement me in that area. ++++++++++++++++++++ [00:07:22] Tommy Thomas: I'd like to get you to respond to a few quotes and then I want to go over into board work because board work is at the crux of the nonprofit sector. So, here's a quote from Dr. Martin Luther King. The ultimate measure of a person is not where they stand in moments of convenience, but where they stand in moments of challenge, moments of great crisis and controversy. I think that it is easy to lead when things are going well and much more difficult when things are not going well, and I think that we need to learn to be able to lead when we have less than full information, when things are murky. [00:07:47] John Sommerville: I think that it is easy to lead when things are going well and much more difficult when things are not going well, and I think that we need to learn to be able to lead when we have less than full information, when things are murky and sometimes that means pausing and waiting, not making a decision impulsively, and sometimes it means, like I mentioned with the elevator and our president, our division president, you just need to do something. So sometimes leaders have to give direction. You mentioned authenticity earlier. There are times when being too authentic can be unsettling for people. I felt like that at the beginning of COVID. And yet I knew I needed to lead with clarity and direction on what we were going to do as a church. And I'm sure many leaders felt unsettled. The future was not certain. So sometimes it's beginning to move in a direction and then improvise as you go. [00:08:44] Tommy Thomas: Here's one from C. S. Lewis. Pain insists upon being attended to. God whispers to us in our pleasures, speaks in our consciences, but shouts in our pains.  It's his megaphone to rouse a deaf world. [00:09:02] John Sommerville: One of the things that I've become more grateful for, and this will sound like an oxymoron, but I've become grateful for times of hurt and pain in the sense that they lead us toward growth. And also times when I feel inadequate. One of the things I told my wife a couple of years ago was that I'd gone through a season where I felt I had to live in daily dependence just because of what was going on around me. And I left that season and moved into a time where things felt a lot better. And I told her the one thing I did miss from that difficult time was that sense of dependence, daily dependence I had upon God. And I think that pain focuses us on things that we might need to change. Difficulty drives us to depend upon God. And I think whenever we begin to feel like we're adequate we're putting ourselves in a dangerous place because we're beginning to reassert our own control on living outside of the dependence that we need to have upon God. [00:10:09] Tommy Thomas: Here's one from Rob Hoskins.  He's the CEO of One Hope.  Surround yourself with people who know you better than you know yourself and will tell you the truth out of love. This is how we grow. I was talking to somebody recently who was saying that you should never surround yourself with people who are just yes people.  And I said to him, you don't want to surround yourself with people who are no people either. What we need is, and some of it has to do with people who really love us and care for us and will do both. [00:10:24] John Sommerville: I was talking to somebody recently who was saying that you should never surround yourself with people who are just yes people. And I said to him, you don't want to surround yourself with people who are no people either. What we need is, and some of it has to do with people who really love us and care for us and will do both. They will tell us and give us positive affirmation when we need it, and they will tell us the truth when we need to hear it, even if it's uncomfortable. And we all need people who have permission, and we give permission to speak that way into our lives. We will not grow. We will not have the perspective we need to have if we don't have people like that in our lives. And sometimes our spouses play that role, sometimes another leader, sometimes a friend. And I've had that and try to maintain that in my life all the time. Somebody just that I work with, a peer here, about three weeks ago said, by the way, John, and he then listed something he had observed, and he said, I think you need to do less of that. Absolutely right. And really helpful. [00:11:28] Tommy Thomas: Never tell people how to do things. Tell them what to do and they'll surprise you with their ingenuity. General George Patton. [00:11:38] John Sommerville: It's interesting that would come from Patton. My perception of him was he was a pretty directive leader. But I do think that what we need to tell people is what's the outcome we're looking for. There are a lot of different ways to accomplish things. And most of the time if we prescribe it, we may find that we're either thwarting an innovation that we might not have thought of, or we're asking somebody to do something and be a clone. So be very clear about the deliverable, and the outcome that you're looking for, and then let the process unfold. Now, the exception to that is somebody who's brand new. Sometimes what you need to do is do it with them. Watch them do it and then release them to do it. And that may take a little time. [00:12:19] Tommy Thomas: Sticking with our military theme and preparing for battle, I've always found that plans are useless, but planning is indispensable.  President Dwight David Eisenhower. [00:12:31] John Sommerville: Once I had heard someone say that what we ought to develop is not plans, but fuzzy plans. And I think that the principle is what Eisenhower is getting at. And that is that what a plan provides is a general direction, but if you prescribe it as a step one, two, three, like a YouTube video telling you how to replace a lock or something what you'll find is that if you run into a challenge, something's broken or something's not right, then you're stuck. What we need to do is provide general guidance but let that plan unfold and improvise as we go. The best leaders do that in a way where they can lead even in the midst of uncertainty. [00:13:13] Tommy Thomas: When you're sitting around the table with your leadership team, you never want to be the smartest person at the table. [00:13:19] John Sommerville: You know the genius with a thousand helpers, or five helpers eventually will find the limits of their abilities. They'll find the limits of their wisdom but if you create a culture where there is collaboration, even if the leader is the smartest person in the room they are never going to be smart enough to see everything. So there always needs to be an openness to ideas. If you continually squash the ideas of others, you'll not be as effective. I think collaboration, developing diverse teams, and listening before acting is extremely important. [00:13:58] Tommy Thomas: Peter Drucker, the most important thing in communication is to hear what isn't being said. [00:14:06] John Sommerville: I think that's true. I think that this is one of the problems in this soundbite era. When we develop talking points, as we listen to what leaders, organizations and others say they're trying to shape a message. It's important to listen for what's not being said, and this is one of the problems we have, I think, with the lack of sustained reflection that this digital age has led us to, where you can summarize everything in a couple hundred characters, we miss a lot of nuances.  It's important to ask questions that maybe go beyond what's being said. [00:14:41] Tommy Thomas: Problems cannot be solved at the same level of thinking at which they were created. Albert Einstein. [00:14:49] John Sommerville: I've not heard that one before. I don't know what Einstein meant, but I can think of two ways that is true. One is that sometimes the problem is created at a level where there needs to be more detail and more understanding of what really is going on. A quote that I've used a lot and I found to be true is that there is simplicity on the near side of complexity that is overly simplistic. And then there's simplicity on the far side of complexity that takes in account all the complexity and finds a way to work beyond it. It may be that what Einstein's talking about is the idea that sometimes you need to dive deep into the details. And other times you need to lift yourself above the details to be able to see the big picture. And both need to be incorporated into good decision-making. But it's easy to get lost in the trees. And it's sometimes easy also at the same time to maybe lift yourself too high so you don't see. Some of the nuance and the details that are there. +++++++++++++++++ [00:15:49] Tommy Thomas: Let's switch over to board governance and board service. I know you've served on, I won't say countless, but certainly many boards. And I would imagine you've probably chaired two or three of them. When you think of a Board of Directors or Board of Trustees, what's their purpose? The purpose of the Board is to nurture and shepherd the mission of the institution. [00:16:02] John Sommerville: Their purpose is to nurture and shepherd the mission of the institution. And the people who are running the organization need to be managing and leading and all of that. But the board needs to do what it can to make certain that the mission is continuing. There's not mission drift that the organization continues to fulfill its purposes. When they see either a leader leading the organization away from its mission or being ineffective at accomplishing its mission they need to intervene. But they need to be leading at a governance level, making certain that the systems and structures are in place. So, the organization is equipped to accomplish what it needs to accomplish. [00:16:46] Tommy Thomas: When you think of the best board chair you've ever observed or served under, give me some words and phrases that describe that person. [00:16:53] John Sommerville: The people I've seen lead well are very clear about the difference between management and governance. They're very clear about keeping the conversation at the level of mission, vision, and values. They are very good at keeping the organization accountable. Particularly the senior executive. That's the linking pin between the board and the administration. And they are I think relentless about making certain that the board functions really well and doesn't start inserting itself. I've been on a couple of occasions around a board that was really a group of friends who liked hanging out together and they were they weren't paying attention, and then I've been in other boards, and this is probably more common, where they were trying to reach down into management and meddle, and that's ineffective and inappropriate. [00:17:52] Tommy Thomas: Maybe this goes back to your earlier comment you may know Dr. Rebecca Basinger she says, Governing Boards are charged with safeguarding an institution's ability to fulfill its mission with economic vitality. To this I add, responsibility for tending to the soul of the institution. [00:18:12] John Sommerville: I think that I would put it slightly differently. I think that there needs to be a heart in all that we do. This is not original with me, but the idea of orthodoxy. Ortho in Greek is the word for straight, and so orthodoxy is straight doctrine or, right doctrine. And then you often hear people talk about orthopraxy, that there also needs to be these actions that are consistent with your doctrinal position. But the third, which is a neologism, is orthopathy. Path, pathos is the word for passions or even the heart. All three need to be there in an organization. So there needs to be right, if you think about a Christian, we need right doctrine, we need right behavior. And we also need the right heart. And I have been around boards or been around, say, a church board or so, where people had all the right doctrine, they were focused on the right kinds of behavior, but they didn't really have a passion for the church or the ministry that they're leading. All three need to be there and the best boards that I've been around really believe in the mission of the organization, they're clear about the kinds of behaviors they want to see, and they also love it. They just love that organization or that church. And they want to see it achieve what it's meant to achieve. [00:19:37] Tommy Thomas: The Chair and the CEO must learn to dance together, and neither can stray very far from each other's gaze or proceed independently. The Chair and the CEO need to be able to find a balance between the accountability that the chair provides and the nurture and support and really encouragement and having that CEO or that board the organization's president's back. [00:19:49] John Sommerville: I have seen CEOs and Board Chairs have a relationship that is just incredible. And I think that the Chair and the CEO need to be able to find a balance between the accountability that the chair provides and the nurture and support and really encouragement and having that CEO or that board the organization's president's back. Leadership can be lonely, and a board chair can make a significant difference. Now, if the CEO gets out of line, the board chair is going to need to bring that kind of discipline and structure to it, but too many chairs either go to the extreme of not holding the organization leader accountable, but more often what they do is they forget that they need to be that cheerleader, encourager and support to help protect that leader. And I've seen board chairs do that in really effective ways.  [00:20:48] Tommy Thomas: Let's go to board size. This guy, Ernest Happel, said the fewer board members, the better. If it's 18, I'm just not interested. [00:20:56] John Sommerville: I think it depends on the organization, but I do think that there is a critical mass. You can get too small. Four or five, or six is probably too small for most boards in part, because if it has any geographic scope, if it's a national board, you're going to have a few that don't show up each time. But once you get beyond eight or ten, what happens is you think you're increasing participation, but you're actually decreasing participation. Because some people are either quiet or feel ill at ease speaking up when there are twelve or fifteen on a board. So your participation will go down. If you can, eight to 10 is I think the ideal size. Beyond that, I think it's a problem, but there are boards that do that are larger, if the philanthropic needs of the organization if you have people who are significantly investing financially in the organization and want to be active in a positive way. I think boards that are larger, particularly educational institutions tend to have larger boards for that reason. So I would say generally that's true, but not always. +++++++++++++++ [00:22:04] Tommy Thomas: Let's go to succession planning. That's something in my experience that not enough organizations do enough of in a timely way. I recently heard a nonprofit CEO say, “When they want you to stay is the best time to leave”. [00:22:20] John Sommerville: I think that there needs to be constant conversation with the CEO about the future. And sometimes they couch it as if you're hit by a bus, who would you recommend? That's the rudimentary way to approach that. That's really a transitional leader that you identify. But I think once a leader has been in an organization for four or five years there needs to be a beginning conversation about how's your energy. How are you feeling about this? The leader owes the organization enough time and it depends on the size and the mission of the institution, but sometimes that's a year or two years to say, I'm starting to sense from the Spirit that it's time for me to move on. And I'm not sure exactly when that will be. And then you have a conversation that begins to lead toward a transition. An orderly transition is invaluable in an organization when someone abruptly quits and there isn't that time and it's the responsibility of both the chief executive and the board itself to initiate that conversation. It can be hard because sometimes a leader is offended believing that question is coming because the board wants them to move on so it needs to be very carefully broached or vice versa the board believes that this person has lost interest in the job, and there needs to be some dialogue, but that transparency and honesty is both owed to each other.  [00:23:50] Tommy Thomas: Once the decision's been made, from your observation, how much time should go between the announcement and the new person being hired or promoted? [00:24:00] John Sommerville: I think it's different in different organizations. Churches sometimes need a gap, an intentional gap between the previous leader, especially if that person's been there for a long time, whether it's a founding pastor or a long-time successful pastor, there may need to be a gap and an intentional interim can be helpful. That's not always the way it is in para-church organizations and nonprofit organizations. There will need to be a time when you actually start the search. If the leader can stay through a transition, that can be really helpful. But generally, I think it takes about a year to do that process from the time that it's being announced. How long it takes to develop a new position profile and understand what the organization needs of its next leader may be a little different than the current leader. To be able to generate that, to be able to sort through possible candidates and make that it's generally, I would think, a year that's been my observation. [00:24:57] Tommy Thomas: Let's talk about the pros and cons of grooming and promoting from within versus hiring from the outside. See if you can debate both sides of that coin. [00:25:09] John Sommerville: I think the fork in the road has to do with what does the organization need? I do believe that many of the best transitions are internal candidates. They know the organization. If they are ready to take the step of moving up into that senior leader role, they already have trust. They already have experience. They understand things. And that can be, I would often lean in that direction. I think that's often the best way to go. But you can't compromise on what you need out of that next leader. And if that person doesn't exist in the organization, then an external candidate can be important. I think the other thing is if things are going well we definitely would lean toward an internal candidate, but if things have somehow gone off the rails for one reason or another, there's a significant challenge, then sometimes an external leader can be necessary. I will say that my observation is that insiders have a tendency to be slightly more successful than outsiders. There's just something about knowing the organization, both for the leader and for the organization. There's something about that knowledge of who you are and who the organization is that can be more. [00:26:28] Tommy Thomas: What about this idea that the CEO stays around as an emeritus or in some role? [00:26:34] John Sommerville: I'm not a fan of that. I think that that can feel like a cloud over a leader. I have seen cases emeritus. And what they do. I've heard of organizations where the Parachurch organization once I heard about where the previous president came to board meetings and expressed his opinion and the new leader took several years to be able to really assert his leadership. That was not healthy. Generally, I think in a church it's good for a pastor who's leaving to separate and allow the new leader to begin to take the organization in a direction that might be a new direction. And parachurch organizations, I think the same thing. I'm not a fan of that. [00:27:23] Tommy Thomas: Before COVID, I spoke several times to non-profits about succession planning, and one of the areas we talked about was the departing leader. One of my observations is that there's probably a lot more of the departing leader's identity tied up CEO than he or she might realize. Your observations. [00:27:42] John Sommerville: I think that is often true. I think that's a discipleship issue where I think all leaders need to be aware of how much their identity can get wrapped up in what they do, what they achieve, and what they accomplish. And our identity needs to be in Christ. I heard a leader one time say after leaving the organization that he was responsible for, he said, I no longer feel relevant. And I was disappointed to hear that. Now, I'm not judging him. I'm sure that's a process that I'll go through as I move into the next chapter of my life. But I think we need to teach people that they are more than what they do. And I think it's unfortunate if that happens, but I can see as a human we do get identified with what we do.  But it's not healthy most likely. [00:28:37] Tommy Thomas: So, if you get a call this week from somebody in the Twin Cities and they've been encouraged to join a board of a XYZ nonprofit they're coming to you for counsel. What questions are you asking them or what questions do you want to make sure they get answered? [00:28:55] John Sommerville: I would ask them first, is this an organization that you're passionate about? Do you support them financially already? Is this an organization where you respect the leadership? Do you feel like you have something to offer? Is this an organization that you're willing to give a few years to, because sometimes people say, I might do it for a year, just a year, just to figure out the basics of the organization.  I once was asked to join a board and the person who was assigned to be my mentor, I asked him, I said what's required on this board? He said it's really an easy board. He said I get on an airplane, and I read the board book on the way to the meeting. And then you go sit in committee meetings. It's really easy. It's the board I have to invest the least in. And I thought I'm not interested in this. And I found out when I got there that he was an ineffective board member and the best board members were really investing time. Don't go on a board unless you're willing to do some work, unless you're willing to spend the time to give it what it needs. +++++++++++++++++++++++++ [00:30:04] Tommy Thomas: Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes at our website. www.JobfitMatters.com/podcast. If there are topics that you'd like for me to explore my email address is tthomas@jobfitmatters.com.   Word of mouth has been identified as the most valuable form of marketing. Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising. If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode. Until then stay the course on our journey to help make the nonprofit sector more effective and sustainable.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

This week we are listening to an exhortation by Bro. Josh Sommerville titled, “Will You be in the Kingdom?” That was give at the Verdugo Hills Ecclesia. We hope this strengthens your Faith and brightens your day! Thank you for listening, God bless, and talk to you next week. Send talk suggestions or comments to: GoodChristadelphianTalks@gmail.com For Show Notes, visit our website: GoodChristadelphianTalks.com Social Media: Facebook | Instagram

[00:00:00] John Sommerville: I was in the elevator at General Mills one day with the president of our division. There were about eight of us in the elevator and the elevator stopped between two floors. And I was the one closest to the buttons. And I had no idea what to do. The elevator stuck. The president of the division reached around me, opened up the little box with the telephone in it, and called on the telephone to get the building supervisor to come and get us out. And what I learned from that is when you have a problem, do something, just get started.  And I was standing there frozen what in the world do we do? And he took action. ++++++++++++++++++++ [00:00:38] Tommy Thomas: Our guest today is John Somerville. I first met John when JobfitMatters conducted the search that brought Alec Hill to the presidency of InterVarsity. John was a board member of InterVarsity at the time. He's had an amazing career. After getting his MBA from Indiana University, John took a marketing position for General Mills and worked there for 11 years. If you've ever noticed the heart on a box of Cheerios, you've seen some of John's marketing skills at work. He conceived and implemented the major heart-healthy campaign for Cheerios, which landed them the American Heart Association Certification. Following his time at General Mills, he was in senior leadership at Wooddale Church. Then he planted the City Church in Minneapolis. In 2021, he assumed the role of Vice President of Finance and Operations at The University of Northwestern - St. Paul. Let's pick up on my conversation with John Somerville. [00:01:44] Tommy Thomas:  Before we dive too deep into your professional career, I'd like to go back to your childhood, and what are some, maybe two or three, remembrances that you have that have been fairly formative in your life? [00:02:01] John Sommerville:  Even as an elementary school kid, I was always organizing things. And I remember that I was fascinated with the Olympics in 1968, at 10 years old. I was completely blown away by the whole experience of watching it on television. So, I decided that our block needed an Olympics. And so I made up events. We had a 40-yard dash. It was the first three houses on the block. Our house was the second house. So, I organized that. We had a high jump pit that we put leaves in. And we did this Olympics, and there were probably about a dozen kids from a couple of blocks that came over, and we made medals and all that sort of thing. And so I had this desire to organize things, to get things moving. And then one of the things I later looked back on when I became a pastor and started a church was an experience I had in high school. The church I went to was a really good church but they didn't have a youth group that was vital and really engaging. And as a sophomore in high school, I wrote a proposal to the church board. I went to their board meeting, and I presented this proposal, and I told them that we should hire someone, should buy a pop machine. I put it in the fellowship hall of the church. We should get a pool table. That's by the way, where the whole thing went off the rails. But I wrote this proposal on how to make the group a better group and the board didn't go for it. I have always had a tendency to look at a problem or an opportunity and try to make something happen. That was part of who I was, even as a kid. I ended up becoming involved in Youth for Christ had a thing called Campus Life, and that was for my junior and senior year in high school, I got involved in. I had a tendency to look at a problem or an opportunity and try to make something happen. That was part of who I was, even as a kid. So, I look back as I think about what was I like. I was reflective, I read, but I also wanted things to happen. [00:03:54] Tommy Thomas: What was the greatest gift that you think your parents gave you? [00:03:55] John Sommerville: Curiosity. My parents are still living there in their mid-90s. My father was the earliest intellectual influence in my life. He's a reader and a thinker and read lots of books to us, and encouraged us to do the same. My mother was a nurse and very interested in nature. She used to have a bird book that sat in the kitchen. She'd look at birds out of the backyard and identify them. And so, I think that kind of curiosity openness to the world, and learning was one of the greatest gifts that my parents gave me. And their faith. Maybe that goes without saying, but watching them have quiet times, time with God, the way that their faith was really integrated into all of their lives. Those were big influences on me as a young one growing up. [00:04:41] Tommy Thomas: So, did you have a job in high school? In high school, I worked at a grocery store and on a farm.  As I look back, I think that's when I realized that I needed a work ethic. [00:04:43] John Sommerville: I worked for a year at a grocery store which was interesting. As I look back, I think that's when I realized that you needed a work ethic. I worked with a lot of folks who were around my age who were mostly lazy. I worked on a farm for a summer. Years later, the farmer that I worked for went to the church that I grew up in. And I'd gone to college, and I think I was probably a sophomore or junior in college, and he called me over and he introduced me to all of his friends. And he said I'm the reason this kid went to college. In other words, working on the farm gave me a hunger for learning and maybe doing something different. I don't know if that's a direct, but it's somewhat true. So those were a couple of experiences that I had working during high school. [00:05:28] Tommy Thomas:  When you went to college, how did you decide on your major? [00:05:33] John Sommerville:  My father was a practical person. And he said, I want you to get something that you can get a job with. But I was also interested in history and philosophy and other sorts of things like that. So, I found a major, it was Personnel Administration, what you now call HR or People Management. And it allowed me to take classes in the business school, so I could take accounting and finance and other things like that. And also take liberal arts classes. I took classical Greek, for example, as a language. At the time, I was wrestling with the direction that my life might take, and I had two ideas. One was to work in business. The other was to work in the church, and I had to try to discern that, and it wasn't just what I took in the classroom, but some of the experiences I had outside that helped guide me in that direction, to figure that out, and ironically, I ended up doing both as part of my career. [00:06:27] Tommy Thomas:  You graduated from college, you went on to get your MBA at Indiana. What do you remember about the first time you managed people? [00:06:34] John Sommerville: I think I'd been at General Mills about two years when I was promoted to a manager position. And what I remember is being an individual contributor. You're only responsible for yourself, just getting your own work done. But all of a sudden, you've got to direct the energies and work of others. And I remember pretty quickly understanding that there were some things I needed to do and one was to give everybody clear direction. I always appreciated people who supervised me, giving me a clear idea of what they were expecting. As a manager, I realized that if I gave vague directions, I got vague output.  I realized that I needed to give clear direction. And I realized pretty quickly that if I gave vague directions, I got vague output. And so, I learned that I needed to be able to give clear direction. And then I think the idea of both affirmation and correction is woven together. So, see people when they're doing something that they're doing right. My parents used to say that they tried to catch us as children doing the right thing and then reinforce that. I think that principle applies as well as quickly correcting. And so those are some principles that I think early on that I learned and it's hard to be consistent in those. Sometimes you just assume people are going to do the right thing and know what to do.  But those are things that I kept coming back to in those early years. [00:07:44] Tommy Thomas: What was the highlight at General Mills when you think back on that chapter of your life? [00:07:48] John Sommerville:  I had a really great experience in the organization. I'll give you a couple. The very first thing I was assigned to, I was brand new, I was put on a a project team to develop a boxed salad.  We ended up calling it Suddenly Salad. It was a boxed pasta salad mix. At the time what they were looking at was trends in food where pasta salads were starting to appear in restaurants and other places, and they wanted to take advantage of that, and I worked in the division that made Hamburger Helper and some of the Betty Crocker potatoes, and so they had the technologies available, so in six months this project team developed that product and I was brand new on it, so I had a lower level role. But it was so much fun to work and see this project on a fast track become a reality. I spent quite a bit of time in new products and in new markets when I worked in Europe. That new product development thing was really significant. The other was the opportunity I had when I was the Marketing Manager of Cheerios. My wife and I lived in Switzerland for three years where I worked for a joint venture for General Mills and Nestle. When I came back, I was assigned to be the Marketing Manager of Cheerios, and the brand was declining in volume. And what we found serendipitously is that oats have the effect of reducing cholesterol. And we did a clinical study that led to the ability to make a claim around the heart healthiness and the cholesterol-reducing properties of oats. And introduced that, the heart-shaped bowl on the box came out at that time. Very satisfying experience. I left right as that was being implemented, but it had led to a real resurgence of that brand. So had great satisfaction about being involved with others in that process. [00:09:37] Tommy Thomas: What do you think of all the things you learned in the private sector, what did you take to the nonprofit sector that you think has helped you the most? There is an underappreciation in some ministry organizations and churches and others for the disciplines of financial management, and operational leadership of getting systems and structures to work for you. [00:09:49] John Sommerville: I think there is an underappreciation in some ministry organizations and churches and others for the disciplines of financial management, operational leadership, of getting systems and structures to work for you. For example, in starting a church, one of the things that I was committed to, even when we were relatively small, was the idea of building systems and structures that made our work more efficient, more effective, and allowed us to do more of what we really needed to do.  Working with people doing services and that sort of thing. ++++++++++++++++++++++ [00:10:23] Tommy Thomas: Let's stay in your private sector world for another minute or two, were there mentors there that kind of took you under the belt and what did that look like? [00:10:31] John Sommerville: I've had a number of mentors in my life and one of the most important was a guy named Leith Anderson who was the Senior Pastor at Wooddale at the time, who later became the President of the National Association of Evangelicals. And Leith, early on when I was brand new in the church, showed an interest in me and gave me some opportunities for leadership, being on boards and task forces, and things like that. And at one point, he asked me if we could get together. We went to a local restaurant one evening after a meeting for pie, and he asked me, what are you going to do with the rest of your life? And at the time, my vision was I'd work until I was 55. Then I'll quit and go work for a ministry organization. And his question for me was, why not now? Now, it would be five years before I left General Mills. But his point was, you don't have to wait all that time maybe it would be a sooner deal. And it did turn out to be that. But I think with mentors, I think we need multiple mentors in our lives. I've heard one say that if you have just one mentor, you become a clone. If you have two, you're confused. If you have 10, you become wise, and your mentors don't all have to be living. I think one of my mentors is George Marshall, the general who became the architect of the Marshall Plan and the great diplomat. I've read a number of books about him and those are examples of people that I admire, and their lives, in one sense or another, have shaped me. [00:11:58] Tommy Thomas: What's the most ambitious project you've ever taken, and how did it come out? [00:12:03] John Sommerville: I think starting a church. There's something about entrepreneurs, church planters, and others. They are naive and they often don't understand what they're taking on. And I think that is good. Because sometimes it's more daunting maybe than you realize. And I think deciding that we could start a church in an established neighborhood that was not particularly hospitable to an Orthodox expression of Christian faith was probably the most daunting thing. And looking back on it, I wonder how in the world we got the courage to do it. But that was probably the most, and I believe today, even today, and probably will be for the rest of my life, the most significant, important thing that I have given my life to. And I believe brought great satisfaction.  But it was not easy. [00:13:00] Tommy Thomas: I'd like for you to respond to this quote “A group is a bunch of people in an elevator. A team is a bunch of people in the elevator, but the elevator is broken”. [00:13:11] John Sommerville: I'll tell you a story and it's an elevator story. I was in the elevator at General Mills one day with the president of our division. There were about eight of us in the elevator and the elevator stopped between two floors. And I was the one closest to the buttons. And I had no idea what to do. The elevator stuck. And the president of the division reached around me and opened up the little box with the telephone in it and called on the telephone to get the building supervisor to come and get us out. And what I learned from that is when you have a problem, do something, just get started. And I was standing there frozen. What in the world do we do? And he took action. And I think what he did is he led us, now obviously he was the one doing something. But it could have been somebody else, but he just did something. And I think teams need to just start moving. I don't know if that's exactly what you're looking for, but that was certainly very memorable. [00:14:10] Tommy Thomas: I want to ask you some generational difference questions and there's no right or wrong answer. I talked to somebody the other day and he said, I don't think there's very much difference in the generations and he had a good rationale. And then I've talked to others. I talked to Tom Lynn at InterVarsity and Tom had some thoughts on leading different generations. You've obviously, in your four environments, led different generations and now you're working with different generations at the University of Northwestern St. Paul. Maybe when you think about at least broad categories of Boomers, Gen Xers, Millennials, and Gen Z, any observations on the differences of them working as a team together? [00:14:51] John Sommerville: I would fall in between your two guests. I think that we sometimes confuse generational differences for life stages. In other words, 20s have a certain set of concerns, and we sometimes forget the cycle we went through as we grow up. There are some things that I sometimes hear when people are reading an article about generational differences, and I think you're just thinking about life stages. There are some things that I sometimes hear when people are reading an article about generational differences, and I think you're just thinking about life stages, but I also think there are things that are different from one generation to another. My parents were raised in the Great Depression, and the way that they function and still function in their mid-90s now is around the idea of scarcity. They're very concerned, very frugal, and they have really a scarcity mindset. Boomers tend to have more of an abundance mindset because that's what they grew up with. And then as you move forward, different generations with things playing out different ways. And I'm watching this now with college students and those that are in their early 20s, just the influence of the cell phone and technology. There are distinct differences and I think we need to adapt what we do to be able to communicate well with each new generation. And sometimes that's being sensitive and learning ways that can contextualize what it is we're trying to communicate or work through with them. I think those are really important. [00:16:09] Tommy Thomas: What about creativity and innovation between the generations? [00:16:12] John Sommerville: I've thought so much about that. I will say that I think that creativity and innovation is a mindset that has to, in an organization, has to be nurtured and fostered. Some people tend to be more creative than others. They think in more novel ways and other people just need to be given the freedom to actually do that. And that's one of the things that leaders are not always effective at because they tend to believe they know the right answers and they tend to not let people think long enough and hard enough about a new idea to be able to see where it might go. And I think the older leaders, the more impatient they get, and at the same time, the more nurturing they need to get of ideas that maybe they might initially disagree with but might have fruit. [00:17:00] Tommy Thomas: I want to go to resilience. Most of us hope we learn something about resilience during the pandemic. I want to give you a couple of definitions. It's too strong of a word but maybe not. So the University of Massachusetts Global says resilience is not a one-time action. It's a sustained effort to adapt, survive, and thrive in times of stress and uncertainty. Forbes -  Resilience provides the ability to recover quickly from change, hardship, or misfortune. It's the product of a broad perspective. Your thoughts? [00:17:36] John Sommerville: There's a Greek word, hupomene sometimes it's translated steadfast endurance or endurance in the New Testament, I mentioned earlier, that I took Classical Greek as an undergrad. That word really stuck with me, and the reason why is that it's translated sometimes in a very flat way in English, and yet the Greek word has this idea of persistence, of resilience, of tenacity, of sustained effort toward something that is, it's an undaunted kind of approach to life. And I think that this is undervalued by many because I think the assumption is that if it's something that I'm gifted to do or it's something that needs to be done, it will be easy. And I found that most things worth doing are like pushing water or pushing a rock uphill. It's just most things that are worth doing are hard. Woody Allen once said that 85% of success is just showing up. And I think that part of what we have to do as leaders and as people of character is just keep showing up. And so t resilience is a very important character quality. ++++++++++++++++ Most of us are afraid to fail because we don't like to be embarrassed. [00:18:50] Tommy Thomas:  It's been said that we learn most from our failures. And if that's the truth, or if that's the case, why are most of us so afraid to fail? [00:18:57] John Sommerville: I think because we don't like to be embarrassed. We don't like to invest in something that we feel, the equivalent of the oil industry person drilling a dry hole. We don't like effort that seems to not go anywhere. And so, I think sometimes we need to remember that risking things is the only way we're actually going to achieve things. And sometimes you have to fail several times before things actually go right, and I think sometimes we're just way too afraid of finding ourselves in a place where we might feel embarrassed, or we wasted time. I think the other thing is that we sometimes think that the consequences of failure are permanent, and they aren't. We're often in a place in life where we at least know one thing that doesn't work. So, then we can try something else and figure out what does work. [00:19:53] Tommy Thomas: Let's go to authenticity. There's a great power in authenticity.  Arthur Wilde said, be yourself, everyone else is already taken. Saint Catherine of Siena said, be who God meant you to be and you will set the world on fire. What lessons have you learned about authenticity over these four chapters of your life? We need to be transparent with people enough that they can see what actually is going on rather than trying to put on some persona. [00:20:12] John Sommerville:  I would say a couple of things. First of all, we need to be transparent with people enough that they can see what actually is going on rather than trying to put on some persona. And so, authenticity means in part that we're in a place where we're letting people see who we are and not trying to fake something, the transparency is very important. Now, the one thing I'll say about authenticity is authenticity can also be an excuse. In other words, authenticity can be an excuse for immaturity. We need to understand that being authentic can mean also that we might be in sin. One of the things that we need to do as Christians is to be made into the likeness of Christ, which means there may be character qualities or things that might be authentically us. But also, maybe sin, so part of it is to let people see enough inside of us, but at the same time recognize that authenticity whether it's anger or greed or impatience may be things that God needs to work on and process of sanctification needs to be the exercised in those areas. [00:21:24] Tommy Thomas: You've observed a lot of leaders. Over the years, what do you think is the most dangerous behavior that tends to derail a leader's career? [00:21:33] John Sommerville: I believe character. I think we're in a generation where we are so impressed with competence, so impressed with people who have outsized skills in one way or another that we have forgotten that those skills, if not tempered by character, if not shaped by character, not channeled through character, can end up being toxic or worse.And I really think that character is really the foundation. It's not all of it, because we need competence, but competence alone is not enough. [00:22:07] Tommy Thomas: Maybe a little lighter question.   We've been diving deep into some serious thoughts here. If you were a judge on a nonprofit version of the shark tank and people were coming to you for early-stage investments in their nonprofits, what questions do you need answers to before you open your purse? [00:22:25] John Sommerville:  I think the first question is, what need do you believe exists that your ministry or organization will serve? And how is what you're doing, how will that serve that need? Because if there's a true need I think many things follow from that. And if you have something unique that will really help meet that need, then the organization needs to exist. So, I think those are big questions. And by the way, the other thing that I often ask is, who else is doing this? What I find is that there are people who are pioneers who do something for the very first time, and we write books about those people, but often what we need is that the people who are innovators are just being novel without actually being effective and so it's important to understand the need, be able to meet the need, and then also give examples of how that works. You may have a unique spin on it, but the core of it needs to be channeled into an area that others have been successful in the past. [00:23:31] Tommy Thomas: If you were creating a dashboard to get at the non-profit's organizational health, what is your dashboard going to measure? [00:23:38] John Sommerville: I think that the effectiveness of whatever you're doing, whatever effort you're doing, is it effective? If you're taking care of orphans, or if you're feeding the hungry, or if you're ministering to ex-offenders who are trying to reintegrate into society, is what you're doing effective? Can you show that? Can you measure that? The other is economic viability. Many people are very motivated. They're compassionate people, but there does need to be some economic foundations and economic viability for what you're doing. And that can be achieved in a lot of different ways, but that needs to be there because otherwise an under-resourced organization will not be effective long term. [00:24:20] Tommy Thomas:  Give me some of those illustrations of economic viability. [00:24:24] John Sommerville: One thing that organizations operate in a lot of different ways, sometimes there's a revenue stream that helps to fund the ministry. And that could be, I'm familiar with an organization here that works with high school students through the schools and they have figured out how to work with school districts to provide programming and content that is useful and effective. It's a Christian organization, but it works with public schools and does a very effective job. They figured out a way to balance philanthropic revenue and revenue from many of their programs. And they've done it very effectively for 30 years. Other organizations are purely philanthropic. And they need to develop a core base of people that are interested in the ministry and constantly replenish that. But showing effectiveness, and developing a sense of passion, not only for the people who work for the organization but those who are connected as donors. And then there are ministries that really do function as businesses, per se, a publishing organization or something like that may generate almost all its revenue from some kind of sales or revenue, but still, it needs to be mission-driven.  There are a lot of different ways to think about that. +++++++++++++++++++++ Tommy Thomas Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes on our website. www.JobfitMatters.com/podcast. If there are topics you'd like for me to explore my email address is tthomas@jobfitmatters.com.   Word of mouth has been identified as the most valuable form of marketing. Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising. If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode. Until then, stay the course on our journey to help make the nonprofit sector more effective and sustainable.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

Join Garrett Clark as he meets with General Partner of Antler VC, Ryan Sommerville. In this episode, they discuss how Antler VC was started, what Antler VC offers to founders throughout the globe, and why Antler VC is unique compared to other venture capital groups. Antler VC partners with people from across six continents to help high-potential startups launch and scale. Understanding that founders can come from anywhere in the world, Antler VC has offices in 25 cities across the globe, including Austin, New York, London, Berlin, Stockholm, Bangalore, Jakarta, Portugal, Singapore, Seoul, Spain, Tokyo, and Sydney. Antler's global community backs people from the beginning with co-founder matching, deep business model validation, initial capital raising, expansion support, and follow-on funding. Antler has helped create and invest in more than 850 startups across a wide range of industries. Tune in for more insights! Outline of the conversation: 0:00 Origin story of Antler VC 8:00 Helping founders 12:54 Applying to Antler VC 18:15 What changes once funded 22:49 Where the capital comes from 27:17 Next cohort 28:02 Getting into new markets 32:05 Closing remarks   Show links: https://www.antler.co   Social: Twitter - https://twitter.com/siliconslopes Instagram - https://www.instagram.com/siliconslopes/ LinkedIn - https://www.linkedin.com/company/silicon-slopes/ YouTube - https://www.youtube.com/channel/UC8aEtQ1KJrWhJ3C2JnzXysw

Rachel and Melinda discuss “The Perfect Couple” (S1 Ep10) with their guest, Bonnie Somerville, who played Rachel Hoffman on The OC. The women talk second acts, their Zach Braff connection, sex scenes, and of course, the famous Chinese food seduction scene from this episode. The Perfect Couple Synopsis: Kirsten worries about Sandy's professional relationship with Rachel. Rachel unsuccessfully tries to seduce Sandy. Marissa is excited that her family may get back together when Julie throws a charity event, yet Ryan spots Caleb and Julie together, and lets Marissa know. Summer tells Seth how she feels but then threatens him if he shares that info with anyone!

Stern moved into his new place and already pissed off the neighbors.   Comedian Michael Sommerville stops by and tells us about quitting a job  Roy Rogers on the first day, working really hard at sleeping and how much he enjoyed the first steak at sizzler that comedy paid for.   Alex gets really nervous when Adam fixes things around the house.   ADAM'S TOUR DATES Bethesda MA  Sept. 1 - Bethesda Blues & Jazz Supper Club & Comedy Club Point Pleasant New Jersey  Sept 15 - 16th Uncle Vinnie's Comedy Club West Nyack New York   Oct 13-15th West Nyack Levity Live Comedy Club Info & Tickets: https://www.adamferrara.com/tourdates/

A recognized global creative leader having been Co-Founder of a UK design agency from the 80's, ATTIK, to the challenge of being Global Design VP at The Coca-Cola Company and today the Founder of a next generation agency disguised as a creative community called; KnownUnknown. 1986 - 2013;Co-Founder, ATTIK UK, age 19, unemployed and a street artists and former graphic design student. James and his partner Simon Needham applied for a financial grant from his Royal Highness, Prince Charles' youth charity, UK in 1986. They received £2,000 seed funding to start their design company and bought a first generation Apple Mac. Twenty five years later ATTIK grew to have offices in Leeds, London, New York, San Francisco, Los Angeles and Sydney and over 250 staff. ATTIK was acquired by Dentsu, Japan in 2007 in a multi-million deal. James then served in a creative leadership role at Dentsu before departing to go brand side.2013 - 2018Global Design Vice President, The Coca-Cola CompanyJames brought an outsider, entrepreneurial spirit to Coke. He changed the definition of ‘design'. Creatively led global brand activations across 200+ markets and introduced/built creative networks internally and externally to work in more agile ways directly with creative talent. Under his leadership he successfully re-branded over x20 billion dollar brands at The CC Company.“Undoubtedly, I can openly say that James represents a ‘before and after' in the history of The Coca-Cola Company.”— Marcos De Quinto (former CMO), The Coca-Cola Company2019 - PresentFounder, KnownUnknown In 2018, James Sommerville departed his Coke VP role after realizing the creative industry was not evolving with the needs of a client. James launched what is now called KnownUnknown - a distributed network of talent (designed pre-Covid) that connects creatives around the world and embrace new technologies such as generative AI products to help the Creative Pro. Leveraging KnownUnknown community, he recently executed brand work for Ford, Google, HP and General Mills while connecting them to some of the highest creative talent in the world and is launching a beta AI tool for Graphic and Brand Designers.Other highlightsThe Prince's Trust Recipient, Alumni, Enterprise Fellow and Patron.James has now been involved in The Prince's Trust for 35 years both as the recipient (1986) and today helping the next generation of young entrepreneurs in UK and US.James appeared on UK ‘Celebrity Who Wants To Be A Millionaire” UK for The Trust and raised $125,000 with OG supermodel, Jerry Hall.James has spoken live at over x25 Prince's Trust events including being on stage with HRH The Prince of WalesBuckingham Palace (2007)St James' Palace (2014 / 2021)Clarence House (2016)James is assisting The Trust to launch The Prince's Trust America.“James has become the Virtuous Circle.”— HM King Charles IIIMarketing / Design / Brand Keynotes;James has spoken on Design and branding at over x250 different locations/ live events over the past 25 years as keynote or panel speaker / judge. Hosted on Acast. See acast.com/privacy for more information.

Train - Hey Soul Sister Red Hot Chili Peppers - Californication Kaiser Chiefs - Ruby The Pretenders - Brass In Pocket Beats International - Dub Be Good To Me Texas - Say What You Want Simply Red - Sunrise Kajagoogoo - Too Shy Tina Turner - The Best Aretha Franklin & George Michael - I Know You Were Waiting For Me Hot Chocolate - You Sexy Thing Stevie Wonder - Sir Duke Jimmy Sommerville & June Miles - Comment Te Dire Adieu ? Rita Mitsouko & Sparks - Singing In The Shower Tonight Culture Club - Miss Me Blind Rockwell & Michael Jackson - Somebody's Watching Me Secret Service - Flash In The Night The Doors - Light My Fire

Welcome to The Caring Economy Podcast! Dive into thought-provoking conversations as we explore the intersection of creativity, innovation, and social responsibility. Each week, your host, Toby Usnik, brings together change-makers, thought leaders, and creative visionaries like Simon Needham and James Sommerville, founders of the global creative platform KnownUnknown. From our deep dives into the impact of AI on the creative industry, to empowering unknown talents and driving social change through strategic business decisions - The Caring Economy explores how various industries can foster a more caring and inclusive world. We celebrate diverse cultural perspectives and discuss evolving job roles in today's rapidly changing landscape. Join us on a journey of discovery, where the stories of successful entrepreneurs inspire action, innovation, and a commitment to caring. Learn from experiences of industry leaders like James Sommerville, former VP of Global Design at Coca-Cola, and gain insights into how creativity and collaboration shape the caring economy. Whether you're an aspiring creative looking to broaden your horizons, or a seasoned professional seeking fresh insights, The Caring Economy Podcast is your go-to source for enlightening conversations and innovative ideas. Tune in each week to be part of our community that champions creativity, inclusivity, and meaningful connections. Follow our journey as we redefine what it means to have a 'caring economy' in today's world. #TheCaringEconomy

Here, we run over a quick history lesson. Boston, Mass was where it all began in 2003. And, here we are back to where it began all over again. Harvard University, Cambridge, Sommerville, Boston . . .that's where Obergefell began.--That's where the next round is happening. It turns out that Roberts and Alito's predictions were dead on, that is, in the minority report for the Obergefell ruling.--But here's the question that keeps occurring to us.--What use is it to rush into the courtroom in an asylum, and argue the case that pigs don't have wings, and that guy's not Napoleon----This program includes---1. The World View in 5 Minutes with Adam McManus -Colorado pushes Communism on kids, Iranian judge frees imprisoned Christian couple, 173 million just watched -What is A Woman------2. Generations with Kevin Swanson

We'll be delving into the qualities she looks for in team members, including leaders and individual contributors, and how those skills can be developed. As a senior leader, she'll also be sharing her strategies for successfully ramping new hires, maintaining team connections, and building a culture of learning and growth.  Our guest will also be sharing some tips on how to get and win interviews at all levels. And of course, we'll be discussing her proudest moments at Datadog.  Socials and website: LinkedIn: https://www.linkedin.com/company/repvue/ Instagram: https://www.instagram.com/repvue/ Twitter: https://twitter.com/repvue Website: https://www.repvue.com/

Mike and Richie break down the commitment of 2024 four-star (No. 92 overall recruit) center Lathan Sommerville of Peoria, Illinois. Sommerville is the third commitment of Rutgers top ranked recruiting class for the 2024 cycle. They break down his game, what it means for recruiting moving forward and discuss his basketball background.

Inclusive song Rainbowland banned Sommerville speaks Jon Stewart & Breed

On episode 71, we feature Agegroup athlete Ben Sommerville.Bens story is one of a swimmer, turned triathlete, turned triathlon coach and it began for him in 2012 he was introduced to the sport of triathlon by his then swimming coach.He recommended that Ben watched the upcoming Olympic Games triathlon and the already world famous Brownlee Brothers to see if that was perhaps something he might be interested in doing. As he watched the London Olympic triathlon He knew then and there, that's what he wanted to do.Ben has had to conquer a fair few challenges along his journey, moving away to University, moving back home again, countless injuries and setbacks. But, he counts himself lucky that all this time he has been surrounded by some of the most amazing athletes, coaches, friends, and rivals.Ben never fulfilled his own Olympic dream but he has been fortunate enough to represent his country in a sport that has truly shaped and changed his life for the better and that continues to inspire him to be the best athlete, coach, and person that he can be. you can follow Ben on instagram @coachben Find us on Instagram @amp_1967Twitter  agegroupmultisportpodcastFacebook AMPGBfind all our episodes on our websiteWebsite is : agegroupmultisportpodcast.buzzsprout.comemail: agegroupmultisportpodcast@gmail.comif you are angegroup athlete and would like to come on the pod, get in touch.if you have enjoyed this pod please leave a rating wherever you listen.

Our Guest for today's show is the creative Power House. His desire to experiment has taken him places. In 2013 he started collaborating with Zach King the famous Digital Magician to do sound design for his videos. Eventually becoming the creative director at King Studio, writing creative videos which were viewed over 5 Billion Times, and wrote branded content for Fortune 500 companies such as Apple, Google, Disney, and more. In this episode, we talk about how to quit your job practically, the idea of being a generalist in a specialized world, following curiosity, and much more. So please join me in welcoming The Creative Powerhouse, The Generalist in the Specialized World, Mark SommervilleFollow Mark's Work On:Website: https://slidesofsurprise.com/Website: https://marksommerville.com/YouTube: https://www.youtube.com/c/slidesofsupriseInstagram: https://www.instagram.com/marksommerville/Tiktok: https://www.tiktok.com/@mark.sommerville*************************************************************************Social Handles:Wish I Knew That Before!:https://www.instagram.com/wishiknewthatbefore/Amit Pandey: https://www.instagram.com/itsamit_pandey/*************************************************************************Share the podcast with someone whom you think would benefit from listening to it and don't forget to like, comment, and subscribe! Thank you.  NOTE: Wish I Knew That Before! interviewing and editing style is heavily inspired by Impact Theory by Tom Bilyeu, he is a great inspiration.Logo Designer: Shriya Seshadri @shriya.seshadriThumbnail Designer: Riddhi Sangani @sangani.riddhiSpecial Thanks to Nandini Kishore for editing my Written Content for Intro.And The Biggest Thanks to Bradley Kennedy: @bradleystevenk for connecting me with Ultraspeaking.Grateful For Immense Support: Friends & Family (Co-Creators of the Show)⁣Timestamps:

In Conversation With.... is a weekly chat show for Direct Selling Success. Each week I will be chatting with a different member of my community about life, direct selling, success, struggles in business. This episode was streamed live to my Facebook group in March 2023 and features Marie Sommerville, a French and Spanish tutor, about her journey in business. Find my social media links, my Direct Selling Success Facebook community, a free download to help with your recruiting and information on how you can work with me here https://thesuccesslounge.podia.com/store   Find Marie on Facebook at (1) Learn A Language | Airdrie | Facebook If you've enjoyed this, follow me to hear more and share the podcast link with your team. 

Akron City Council named eight members to their new Citizens Police Oversight Board, but they still have one open seat they're hoping to fill with a black man between the ages of 18 and 35, which is the demographic that would have been covered had they agreed to appoint Akron attorney, Imokhai Okolo. But, because he made some comments about police on social media that some council members found objectionable; they deadlocked on his appointment for two weeks. Once his name was taken off the list though; they reached an agreement during a special meeting yesterday, and now still need to fill that one seat. To hear more about what's next; listen to our Morning Show Host Ray Horner's conversation about it, with Akron City Council President, Margo Sommerville.

Adam Sommerville is preparing to take on his long-term goal of completing the 2023 Nutri-Grain Ironman New Zealand after two years ago, on January 7, 2021, Adam decided that he was going to take his life. He got out of bed at 2.30am, jumped in his car and drove to his favourite Auckland beach. “I was fighting a bigger battle in my own mind than I think anybody around me could understand. It got to the point where so much had gone on and I felt like there was too much to unpack upon somebody. I didn't want to be a burden,” said Adam. He remembers sitting on the beach in the darkness, listening to the waves, and feeling nothing. It was at that moment that a notification on his phone popped up and pulled him away from the darkness. Listen to his story starting from the moment he sat on the beach up to the point where he was awarded the Tony Jackson Scholarship.

Wanna level up your videos? Tell better stories and really capture your audience? Today I connected with Mark Sommerville, the former Creative Director for one of the biggest creators in the world (Zach King). With over 5B Views and counting, clients with over 125M Followers, Mark now helps creators and brands with creative direction, feedback, and creative process optimization.In this conversation, we dig into how to make your videos more engaging, why some creators gain massive traction and others do not, and how rapid output for a concentrated amount of time might help your video content take off.ACCESS FULL SHOW NOTES HERE: https://www.coursecreators.net/blog/098TOPICS FROM THIS EPISODE:How to make your videos more entertaining and engagingMark walks me through one of my ideas and how he would map it out as a videoThe key to getting more comfortable and confident on cameraOutside of tactics- what separates great creators from those who never see traction?Connect with Mark Sommerville: https://marksommerville.com/ CONNECT WITH US!Youtube Channel: https://www.youtube.com/heatherparadyFollow Heather on IG:https://www.instagram.com/heatherparady/Follow Heather on Twitter: https://twitter.com/heatherparadyFollow Heather on TikTok: https://www.tiktok.com/@heatherparady?

Aaron Fragnito is a Senior Managing Member and co-founder of Peoples Capital Group.  Aaron is also the host of New Jersey Real Estate Network (NJREN), the Cash Flow Podcast (YouTube), and an adjunct professor at Rowan University while being a Full-Time real estate investor. Aaron has built an 8-figure Real Estate Portfolio and is a well-known name in the Real Estate investment market throughout New Jersey. Aaron has completed 100+ real estate transactions as a realtor and another 100+ transactions as a real estate investor. He has helped over 100 people invest in real estate while raising over $10M in private capital. He has also been a guest on over 60 podcasts and also presents live webinars of his own on a monthly basis. Aaron enjoys speaking at events on a monthly basis to educate people about real estate investing.  Aaron holds a B.A in Business Management with a concentration in Entrepreneurship from Rowan University. Aaron focuses on building a strong relationship with his clients, understanding their goals and helping them execute them into reality. We talked to Aaron about the New Jersey market, rent-controlled units, and his outlook for 2023.   Groundbreaker: Click here to learn how to raise more money and speed up the syndication process by 80%!   [00:01 – 04:29] Opening Segment  Aaron talks about his background; He talks about People's Capital Group and what they do;   [04:29 – 16:46] Investing in Landlord Unfriendly Markets    He talks about how they established themselves in the New Jersey Market; How you can find less restrictive rent control and how it makes a difference; How you should approach working with rent-controlled units; Why you need to understand the political landscape to navigate a deal;   [16:46 – 29:10] What to expect from 2023 How to make a deal and mitigate the risk that come from having rent control and restrictions ; What's a non-taxable liquidity event; What makes the deals that Aaron makes different; Some of the concerns investors have when investing in syndications; Aaron talks about his new e-book; What to expect from 2023 in the real estate market Announcement: Download Our Sample Deal and Join Our Mailing List   [29:10 – 33:16] Round of Insights Apparent Failure: Not doing well flipping high end homes. Digital Resource: Appfolio Most Recommended Book: Rich Dad, Poor Dad Daily Habit: Excercise  #1 Insight for Multifamily Investing: Use the word no more than yes. It will make you money Best Place to Grab a Bite in Sommerville, New Jersey: Mike's Courtside Kitchen   Tweetable Quote: “When you are doing something well, when you are beating expectations stick to it and just improve those systems” - Aaron Fragnito   Contact Aaron: Go to www.peoplescapitalgroup.com to learn more. Click here to download the e-book.   Thank you for joining us for another great episode! If you're enjoying the show, please LEAVE A RATING OR REVIEW,  and be sure to hit that subscribe button so you do not miss an episode.

Hoy se pasa por el programa Maya Pixelskaya para contarnos que le ha parecido Pentiment, el último juego de Obsidian que está triunfando en todos los análisis. Pui ha jugado un poco a Sommerville y encima han vendido el estudio a Thunderful Games. Phil Spencer habla con más claridad sobre el futuro de Call of Duty y parece ser que la saga se quedará en PlayStation. Puedes vernos las caras en directo y apoyar nuestro contenido, de lunes a viernes en Twitch.tv/chiclanafriends. 

Sejam Bem Vindos ao The Tiago Prado Experience!Este projeto é trago para você pela BRZ Insurance (@brzinsurance).Este projeto é trago para você pela Hawk Marketing (@hawk.ag)Hoje estou aqui com Tiago Batista, natural de São Paulo capital. Profissional da área  contábil e assessoria empresarial. CFO da Empresa Tbs Tax Services.Após algumas viagens a passeio pelos EUA, passou pela região chamada Cape Cod  e colocou no seu coração que se um dia fosse morar e trabalhar em algum lugar dos EUA seria nesta região. E foi no ano de 2001 que tomou a decisão de vir com a esposa e 2 filhos . Para iniciar um grande projeto de vida e um novo empreendimento de abrir um escritório de contabilidade na terra do tio Sam ,dando assim continuidade no seu ramo de atuação.Deixou um escritório ja estabelecido a mais de 10 anos na capital paulista para empreender nesta nova jornada .Durante os primeiros  anos enquanto estudava e trabalhava Tiago foi trabalhar como pintor e garçom. Sempre focado no seu objetivo de abrir um escritório fez alguns cursos na área de imposto e teve  uma oportunidade de fazer um estágio em um grande escritório americano durante um tax season aonde adquiriu  uma grande experiência que cimentou o objetivo de abrir o seu primeiro escritório, no ano de 2005, na cidade de Stoughton  aonde continua ate hoje após 17 anos.Enquanto ainda não havia muitos clientes Tiago trabalhou como um representante de uma gráfica aos finais de semana na  região de cape cod aonde adquiriu experiências com o marketing o que o ajudou com o seu negocio para  fazer divulgação .   No ano  de 2013 com a experiência de gráfica adquiriu 2 nas mesmas cidades de seus novos escritórios o que vendeu 5 anos depois junto com seu escritório de Sommerville  para iniciar um novo projeto na abertura de uma agencia de seguros na cidade de Stoughton  junto ao seu principal office.

Has your relationship with work changed as you've gotten older? On this episode of The Liz Earle Wellbeing Show, Liz is joined by author, journalist and podcaster Anniki Sommerville to chat about how we can achieve a true work-life balance to bring us happiness and satisfaction.Liz and Anniki share simple strategies to deal with stress, burnout and overwhelm, take a look at how ageing can change our relationship with work, and learn how to set boundaries - especially in the workplace.Links mentioned in the episode:Follow Anniki on InstagramPurchase The Big QuitListen to How To Be A Boss At Ageing podcastListen to our fashion psychology podcast with Shakaila Forbes-Bell Hosted on Acast. See acast.com/privacy for more information.

Market Analyst Paul Sommerville outlines the dramatic changes in the global financial markets.Recorded 10th October 2022. Become a member at https://plus.acast.com/s/the-stand-with-eamon-dunphy. Hosted on Acast. See acast.com/privacy for more information.

Check out Green Rose Community Interest here: www.greenrose.org.uk  What are your thoughts on this topic?  Want to share your story? Want a shout-out?  Please write in,  at amber@dramberq.com.  If you like what you hear, please subscribe, rate and share : ) Thank you for your support xoxo

Maybe you love your job. Or maybe you spend an alarming amount of time crying in the loo/working in the evenings to meet deadlines/feeling under-appreciated and trapped/hoping meditation will sort it all out. If you are constantly teetering on the brink or staring into the overwhelm – well we have a guest for you. Anniki Sommerville is an author and journalist, podcaster and woman familiar with… the edge. She ditched her toxic work environment, set about finding that elusive life-work balance and has written a book, The Big Quit, to help us all do the same. We talk about how to tame your inner arsehole, why ‘dream jobs' might not exist and the perils of anti-chafing pants... Click Here for The Big Quit Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Barry O'Reilly talks with James Sommerville, co-founder of ATTIK, the former Vice President of Global Design for The Coca-Cola Company and today founder of KnownUnknown, an emerging Web3.0 decentralized design community.  Sommerville talks about his entrepreneurial journey, from his early job as a street artist to co-founding ATTIK, a design studio with Simon Needham, and then becoming the Vice President of Global Design for Coca-Cola. He explains his thoughts on design, brand storytelling and existing labor structures in corporations and agencies, as well as the possibility for future advancements and new ways of working. He also discusses how these beliefs contributed to founding KnownUnknown. The Long and Winding Road James recounts his adolescent years in Huddersfield, West Yorkshire, UK, in the midst of the collapse of the city's industrial peak. He believes that this experience led him to question society. "What led us here?” he asked. “What were the mistakes made? Maybe we need to learn what are the things we're going to do differently." His inquiring mind, and witnessing with his father's entrepreneurial spirit - he saw how much freedom his father had over his own life outside of the constraints of a regular job - strongly inspired his thoughts on business. As a result, his road to KnownUnknown was filled with entrepreneurial endeavors, but his motivation has always been "that sense of being able to do something and make people smile." Put Yourself Out There  Putting yourself out there is the first step to success, James tells listeners. He describes his eventual employment with Coca-Cola as an unexpected reward that many people erroneously believed was an overnight success. However, ATTIK had been in existence for 20 years before Coca-Cola contacted them. He believes that their strategy of "putting [themselves] out there, putting [their] signal into the world," as Barry puts it, was the catalyst that led to such an exciting opportunity. This strategy yielded favorable results as one of their digital design publications, Noise, soon caught the attention of Coca-Cola. James remarks, "There's something to be said about if you put your work into the world and people find it in the most unexpected and surprising ways... hold on to your authentic self, put your heart and soul into these things." Work Within Constraints “Working under constraints is one of my favorite aspects of great innovation," James tells Barry. James admits he had to overcome some initial teething challenges, transitioning from operating independently at ATTIK to working for a major global brand. He quickly discovered that the need to stay true “the Coca-Cola way" but innovate how people worked in sharing the brand with the world. In order to thrive within these new boundaries, James had to unlearn ATTIK's original mantra of thinking, looking, and acting big to "think small, act small, move like a small start-up." Redefining the New Creative Economy  James' reflections on the traditional design agency structure and newly available technologies led him to develop the KnownUnknown platform model - a new work environment in which gas community at the heart of the model, and regardless of geographic location, selecting the very best talents who tomorrow will have the freedom to choose their own hours and projects, free of the usual bureaucratic red tape.  Looking Ahead  "I'm really excited for the next decade," James adds, as he prepares to “tiptoe" into the world of NFTs while experimenting with brand storytelling within metaverse and testing Web3 boundaries. He's particularly excited about the expanded opportunities for brand and talent collaborations, where current and future designers, as well as centralized brands, can explore new developments. Read full show notes at BarryO'Reilly.com Resources James Sommerville: Twitter| Facebook| LINKEDIN| Instagram Known Unknown

Energy bills are soaring and many of us are wondering what, if anything, we can do to ease the burden. My guest today is James Sommerville, Head of Business Development at AgilityEco. AgilityEco is on mission to play a major role in eliminating fuel poverty, to deliver better outcomes for low income and vulnerable families and to prepare Britain's homes for Net Zero. They have a vision for a warm, efficient and healthy home for everyone. By reducing energy bills through energy efficiency and helping people stay warm and well, they will be able to support the most vulnerable in society. In our conversation today, we talk about some of the government grants available to households who want to reduce their energy use, the steps to consider before installing solar panels, and how we can all address the cost of energy crisis. Here's my conversation with James Sommerville, Head of Business Development at AgilityEco, in episode 576 of Informed Choice Radio.

Your branding in Web3 should be familiar, but progressive.  James Sommerville shares how design in Web3 should be familiar, but progressive. To find out more, go to theblockchainlife.io

Kindred spirits and newly found friends, Joey Sommerville (also known as Papa J, trumpeter extraordinaire) and Peter Stroud (legendary guitarist) sit down with Tom. Each artist offers their perspective on creativity, mortality, and friendship —all the while celebrating the power of music to heal and augment the human experience. Hear Peter's uncanny connections to getting the gigs with Pete Droge, Sheryl Crow, and Don Henley and listen to the lyrics inspired by a parting friend, Ike Stubblefield, in Joey's developing new single, See You on the Other Side. Peter Stroud is Sheryl Crow's guitarist of 22 years and serves as her Music Director. He has also toured or recorded with Don Henley, Sarah McLachlan, Stevie Nicks, Shawn Mullins, Pete Droge, and founded his own band, Big Hat. Outside of performance, Peter is a co-founding partner with Artistory, a company offering deep-dive metrics data for the music industry and fan engagement through social media. He formerly co-founded 65amps, a manufacturer of high-end “boutique” guitar amplifiers. Papa J has solidified his place in music history, transforming his sound and genre over the years. An iconic contemporary jazz trumpet player, Joey was hearing another kind of music in his head, a “New Sound” informed by years of performing with blues legends and jam band superstars, including BB King protégé Big Joe Burrell and mega band Phish. Papa J has collaborated with celebrated artists, including Earl Klugh, Marion Meadows, Jeff Bradshaw, Bob Baldwin and he has four solo albums. Joey is an active community servant, including serving on the Board of Directors of the How Big is Your Dream Foundation, an Atlanta based charity that provides music education programs to students in underserved communities. Song Credits: Might As Well Be You, 2019, Written and Performed by Joey Sommerville, Produced by Joey Sommerville and Martin Guigui Airplane Mode, 2021, Written by John Stamp, Performed by John Stamp featuring Peter Stroud A Feather in the Breeze, 2012, Performed by Big Hat A Prayer for Peace, 2002, Performed by Joey Sommerville, Produced by Sojo Music Inc. Covered by an Underground Umbrella, 2021, Written by Kevin Kinney, Performed by Peter Stroud (Guitar), Ike Stubblefield (Hammond B-3), Robert Kearns (Bass) and Fred Eltringham (Drums), Mixed by Nick Didia