Podcasts about Staffing

In this episode, Dan Collard, Co Founder of Healthcare Plus Solutions Group, shares how “rewiring excellence” helps leaders drive meaningful change through practical, incremental improvements, with a focus on workforce retention, emotional onboarding, and early engagement to reduce turnover and strengthen organizational performance.This episode is sponsored by Healthcare Plus Solutions Group.

In one fashion or another, all state legislatures exercise oversight of state agencies and programs. They do this in a variety of ways using standing committees, rules review, auditing offices, sunset provisions, and more. On this episode of the podcast, we dive into the topic of oversight with three guests who all have different vantage points to observe the process. They include Kade Minchey, auditor general with the Utah Office of the Legislative Auditor General; Holly Trice, registrar of regulations in Virginia and on the staff of the Virginia Joint Commission on Administrative Rules; and Will Clark, who works with NCSL's Center for Legislative Strengthening. Will Clark started our discussion with an explanation of some of the basics of oversight, the approaches used, and the tools available to legislators.Kade Minchey explained how his office in Utah uses performance audits to help agencies improve and how the legislative committee responsible for audits uses the information. Holly Trice talked about the rules review process in Virginia, how the legislature and executive branch work together, and how they afford all legislators and the public a chance to weigh in. ResourcesThe Best Practice Handbook: Root Cause Analysis and Driving Results, Utah Office of the Legislative Auditor GeneralThe Best Practice Handbook: A Practical Guide to Excellence for Utah Government, Utah Office of the Legislative Auditor GeneralA Performance Audit of Utah State Correctional Facility: An Examination of Staffing, Culture, Safety, and Security, Utah Office of the Legislative Auditor GeneralA Performance Audit of Utah's Behavioral Health System: A Case for Governance, Strategic Planning, and Accountability, Utah Office of the Legislative Auditor GeneralA Performance Audit of Utah's Election System and Controls, Utah Office of the Legislative Auditor GeneralA Performance Audit of Utah's Water Management: Ensuring Data Integrity, Program Best Practices, and Comprehensive Water Planning, Utah Office of the Legislative Auditor GeneralSeparation of Powers: An Overview, NCSLSeparation of Powers: Legislative Oversight, NCSLVirginia Register of RegulationsVirginia Regulatory Town Hall 

What if growth in 2026 isn't about doing more — but choosing better? In this keynote from Benjamin Mena's Elite Recruiter Sales & BD Summit, Kortney Harmon reframes what winning looks like in today's staffing market.In this episode, you'll hear insights from Kortney Harmon's keynote at Ben Mena's Sales and BD Summit, where she explores why narrowing focus, redesigning revenue strategy, and protecting the right relationships are critical in today's staffing market. As sales cycles lengthen and effort becomes more expensive, Kortney breaks down how intentional account selection, system alignment, and leadership judgment can eliminate wasted activity and margin erosion. From confronting burnout and revenue concentration to building repeatable processes that reduce reliance on heroics, she shares practical frameworks to help firms move from reactive selling to relationship-driven growthWhether you're an agency leader, full-desk producer, or building the next phase of your firm's growth, this episode challenges you to rethink where your effort is going — and whether it's truly compounding.____________Follow Benjamin Mena LinkedIn: LinkedIn: BenjaminBenjamin Mena with Select Source Solutions: hereThe Elite Recruiter Podcast Instagram: https://www.instagram.com/theeliterecruiter/Follow Crelate on LinkedIn: CrelateWant to learn more about Crelate? Book a demo hereSubscribe to our newsletter: The Full Desk Experience

Energy attorney Ben Holliday breaks down how the oil and gas industry evolved from traditional pooling to today's allocation wells, tackling the complex challenge of drilling long laterals across multiple existing units.From the first Devon allocation well breakthrough to New Mexico's compulsory pooling framework, discover the practical solutions land professionals use to maximize development while navigating regulatory hurdles.What You'll LearnHow allocation wells solved the multi-unit drilling problem without legislative changesKey differences between Texas allocation wells and New Mexico compulsory poolingWhy production sharing agreements fell out of favor despite regulatory supportHow to navigate lease restrictions on allocation well developmentThe evolution from 640-acre units to multi-section horizontal developmentTime Stamps00:45 - Episode & Guest Intro02:38 - Ben's Career Journey03:58 - Early Experiences in the Oil and Gas Industry10:29 - Pooling and Unitization Basics13:48 - Evolution of Allocation Wells15:52 - Challenges and Legal Aspects23:10 - Production Sharing Agreements26:19 - Current Practices and Industry Impact33:15 - Understanding Lateral Take Points33:42 - Complexities of Unit Allocation34:43 - Impact of AI on Landmen and Attorneys36:52 - Lease Analysis for Allocation Wells38:16 - Mineral Owners' Concerns41:52 - Retained Acreage Clauses and Allocation Wells47:06 - New Mexico's Compulsory Pooling System58:24 - Contested Hearings and Operator Disputes01:02:09 - Conclusion and ResourcesSnippets from the Episode"I learned from Mr. Arrington that in the context of a lease negotiation, 'no' means not right now, and you haven't paid me enough." - Ben Holliday"The general stance of Texas is to encourage development. We don't want to be restraining development, we want resources to be developed." - Ben Holliday“The story of multi-tract development is really a story of industry and the legal side of the house trying to keep pace with each other and what you can do.” - Ben HollidayKey TakeawaysTechnology Drove Legal InnovationRule 37 Exceptions Opened Allocation Well PossibilitiesPSAs Required Too Much Stakeholder CoordinationProductive Lateral Formula Became Industry StandardLease Language Analysis Critical for Allocation WellsNew Mexico's Compulsory System Protects State RevenueBoth State Approaches Effectively Maximize Resource Development⁠⁠Help us improve our podcast! Share your thoughts in our quick survey.⁠⁠⁠⁠⁠ResourcesNeed Help With A Project? ⁠⁠⁠⁠⁠⁠Meet With Dudley⁠⁠⁠⁠⁠⁠Need Help with Staffing? Connect with ⁠⁠⁠⁠⁠⁠Dudley Staffing ⁠⁠⁠⁠⁠⁠Streamline Your Title Process with ⁠⁠⁠⁠⁠⁠Dudley Select Title⁠⁠⁠⁠⁠⁠Watch On ⁠⁠⁠⁠⁠⁠Youtube⁠⁠⁠⁠⁠⁠Follow Dudley Land Co. On ⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠Subscribe To Our Newsletter, The Land Dept. MonthlyHave Questions? ⁠⁠⁠⁠⁠⁠Email us⁠⁠⁠⁠⁠⁠More from Ben HollidayAttorney and President - Holliday Energy Law GroupConnect with Ben on LinkedInMore from Our HostsConnect with ⁠⁠⁠⁠⁠⁠Brent⁠⁠⁠⁠⁠⁠ on LinkedInConnect with ⁠⁠⁠⁠⁠⁠Khalil⁠⁠⁠⁠⁠⁠ on LinkedInConnect With UsReady to protect your land projects with integrated legal and title support? Our Dudley Select Title division works seamlessly with experienced oil and gas counsel to keep your deals on track and defensible. Contact us to learn how our complete energy partnership approach includes the legal expertise that matters when stakes are high.

In this episode of Big Law Life, I break down three of the most powerful unwritten systems inside large law firms that every lawyer needs to understand to navigate their career strategically. I share why staffing is one of the main currencies firms use to allocate value; how you can't rely on just on your past successes but always need to be actively refreshing leadership's understanding of what you bring to the firm; and why the culture of a firm, not its policies, is what truly matters. If you want to understand how BigLaw actually operates beyond what its says in manuals, through policies and in written guidance, and how to position yourself for growth, visibility, and long-term success, this episode gives you a clear framework for reading the system and responding strategically. At a Glance 01:20 Why BigLaw runs on unwritten rules, not just formal policies 01:46 Staffing as currency and how lawyers are quietly "traded" 02:11 Why being constantly busy can actually stall advancement 03:06 How becoming the "reliable solution" associate turns into a trap 04:02 Why firms reuse high performers instead of protecting them 04:49 The real difference between being needed and being valued 05:15 Why constant work without development signals optimization, not growth 05:41 How institutional memory fades faster than lawyers expect 06:11 Why BigLaw operates on recency, not career-long performance 07:26 How visibility determines staffing, reviews, and promotion narratives 08:40 Why your firm's story about you is only a snapshot unless you shape it 09:32 How to refresh your value through outcomes, not effort 10:29 Why written policies matter less than real culture 11:22 How knowing culture can impact career trajectories 12:29 What culture actually rewards versus what policies technically allow 13:26 How perceptions form and quietly limit opportunities 14:48 Why smart lawyers study who uses policies safely, not what's permitted 15:34 What BigLaw's unwritten rules are really incentivizing Rate, Review, & Follow on Apple Podcasts & Spotify Do you enjoy listening to Big Law Life?  Please consider rating and reviewing the show! This helps support and reach more people like you who want to grow a career in Big Law.  For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here!  For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com  laura@lauraterrell.com   LinkedIn: https://www.linkedin.com/in/lauralterrell/  Instagram: https://www.instagram.com/lauraterrellcoaching/  Show notes: https://www.lauraterrell.com/podcast

In this episode of Making a (Multi) Million Dollar Medspa, Kathy sits down with AesthetiCare General Manager Tracie Duke to unpack the real-world playbook for opening and scaling new medspa locations. They walk through how to think about staffing models for 3- and 5-person clinics, when to hire (and train) your team before opening, and how to protect payroll while still delivering a five-star client experience. The conversation also dives into site selection strategy, buildout budgeting, equipment must-haves, and room design details that directly impact efficiency, culture, and long-term profitability across multiple locations.Talking PointsTranslating retail cosmetics experience into medspa operations, sales, and customer service.Staffing models for 3‑ and 5‑person clinics, including the role of a working manager.The “for every two 80%-booked providers, you need one support staff” staffing rule.Why you should hire and train at least 90 days before opening a new location.Using your main clinic to transfer culture and ensure a consistent client experience across all locations.How to choose a location: growth areas, cost per square foot, privacy, and B2B neighbors.Where to spend vs. save in the build‑out (lobby and front desk, treatment beds, simpler treatment rooms).Non‑negotiable equipment to open with: core laser platform, HydraFacial, medical microderm + LED, and VISIA imaging.Budget tips: spreadsheets, tracking invoices, saving on furniture and finishes so you can invest in equipment.Designing lobby, consult, numbing, and treatment rooms for flow, storage, comfort, and long‑term efficiency.Download episode resource hereOur SponsorsEpisode Sponsors: Omni Bioceuticals

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Shelby Williams.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Shelby Williams.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Shelby Williams.

Most business owners are barely scratching the surface of AI — and it's costing them speed, clarity, and competitive advantage. If you're using AI to: "Write me an email." "Create 5 social posts." "Give me some ideas." You're driving a Ferrari at 25 mph. In this episode of SoTellUs Time, Trevor and Troy Howard break down how to stop using AI like a search engine and start using it like a strategic execution partner. This is not about better prompts. It's about Prompt Stacking — the method that turns AI into your marketing department, project manager, operations assistant, and execution engine.

If you're investing in marketing but missing calls, you're leaking revenue. Learn how dental virtual assistants can boost conversions, improve verifications, and stabilize staffing.

In this episode of Take the Stage InSights, Brad Bialy sits down to interview ChatGPT (yes...the AI-powered LLM) to unpack the real state of staffing, the rise of AI, and what firms must do now to stay relevant in a rapidly shifting talent market. About the Guest For sake of this conversation, ChatGPT was primed to be an AI strategist and staffing industry analyst specializing in the intersection of talent markets, technology, and future disruption. With a data-driven lens and objective insights, ChatGPT explores how automation, workforce trends, and evolving recruiter roles are reshaping the future of staffing. Key Takeaways Transactional recruiting is dying; consultative partnership is winning. AI will eliminate tasks, not the need for trust. Specialization builds authority; dilution breeds confusion. Data is no longer optional—it's your competitive edge. Speed matters, but humanity closes the deal. Timestamps [00:01] – Resetting the staffing narrative [01:52] – The uncomfortable truth about talent shortages [03:34] – Why recruiters must become career architects [06:32] – Specialize or slowly disappear [07:49] – Selling roles vs. solving business problems [08:22] – Designing candidate experience that actually wins [12:02] – When AI becomes a gatekeeper (and how to stop it) [14:26] – The legacy mindset killing growth [17:43] – The questions that elevate you to strategic partner [21:53] – What AI will automate first — and fast [25:48] – Fewer recruiters. Bigger results. Here's why. [29:35] – The AI blind spot redefining success About the Host Brad Bialy is a trusted voice and highly sought-after speaker in the staffing and recruiting industry, known for helping firms grow through integrated marketing, sales, and recruiting strategies. With over 13 years at Haley Marketing and a proven track record guiding hundreds of firms, Brad brings deep expertise and a fresh, actionable perspective to every engagement. He's the host of Take the Stage and InSights, two of the staffing industry's leading podcasts with more than 200,000 downloads. Sponsors InSights is presented by Haley Marketing. For a limited time, we're offer 50% off of a brand new staffing website. Just message Brad Bialy on LinkedIn and mention the Crazy Website Promo. Book a 30-minute business and marketing consultation with host, Brad Bialy: https://bit.ly/Bialy30 This episode is brought to you by FoxHire. If you're looking for an Employer of Record partner that helps recruiters confidently grow contract placements and build recurring revenue without taking on extra risk, FoxHire is perfect for you. Learn more at FoxHire.com/Haley

Passengers are facing “a summer of chaos” due to a growing air traffic control staffing crisis, according to the Irish Air Traffic Controllers' Association. Fórsa and AirNav, the semi-state body responsible for air traffic controllers, are due to meet this week to discuss the staffing shortage. All to discuss with Captain Mark Tighe, President of the Irish Air Line Pilots' Association.

Passengers are facing “a summer of chaos” due to a growing air traffic control staffing crisis, according to the Irish Air Traffic Controllers' Association. Fórsa and AirNav, the semi-state body responsible for air traffic controllers, are due to meet this week to discuss the staffing shortage. All to discuss with Captain Mark Tighe, President of the Irish Air Line Pilots' Association.

Send a textHear directly from our experts—Sue, Simon, & James—who share real-world trends, new data findings, and actionable productivity insights. This month they are joined by special guest Ed Thompson We unpack how quick service restaurants (QSR) cut through rising costs and sharper peaks by separating delivery from dine‑in, scaling kiosks, and engineering seconds out of core tasks. Ed shares ground‑truth from trials that reveal hidden costs, smarter layouts, and why testing beats gut feel.• Defining QSR and why delivery changed everything• Price ceilings versus operational innovation• Separating driver pickup to protect space and speed• Hot hold units and lockers preserving food quality• Kiosks driving consistent upsell and lower labour• Loyalty and simple personalisation improving repeat visits• Micro‑layout tweaks multiplying capacity gains• Testing trials to surface hidden operational costs• Moving tasks out of peak to protect throughput• Staffing thresholds for sharper peaks and channel mixWe will be at the Retail Technology Show the 22nd and 23rd of April at the Excel in LondonWe've got the VIP party in partnership with Solvedby.AI on the 22nd April. Register here... VIP AftershowOur Productivity Forum takes place on 10th September in Birmingham. Register here... ReThink Forum 2026 #theproductivityexpertsRegister for the 2026 Productivity ForumFind us in the Top 50 Productivity PodcastsConnect to Simon on LinkedInFollow ReThink on LinkedIn

Host Victor opens by recapping the podcast's current coverage: weekly breakdowns of The Pitt season 2 with his wife Kim (a medical PA), discussion of Industry, and a recommendation to watch the Game of Thrones prequel A Night of the Seven Kingdoms (six-episode season, renewed for season 2). He also notes a Christopher Nolan rewatch series (Following and Memento). He invites feedback via email and Spotify/YouTube comments and asks listeners to share the show.   Victor and Kim then discuss The Pitt episode 6, directed by Noah Wyle (his first directing credit on the show). They describe it as more “mundane” in plot but possibly the best episode of the season due to staff camaraderie and subtle emotional beats. A central throughline is the death of frequent-flyer patient Louie, which the staff grieves, contrasted with new doctor Ogilvy's detached comments. They discuss how ER staff form relationships with frequent flyers and the episode's late reveal that Louie's chronic drinking followed a car accident that killed his pregnant wife.   A major theme is the “invisible work” of nurses: Perlah's grief, Dana cleaning Louie's body, behind-the-scenes patient prep, and how experienced nurses and advanced practitioners often run workflows and handle details. Kim relates this to real practice, including ICU and ER routines and how PAs/NPs frequently have more laceration-repair experience than attending physicians. They also touch on what happens to unclaimed bodies (morgue, possible cremation) and note the episode's visual focus on a homeless patient as part of a broader theme of dignity for underserved people.   They cover other episode storylines: an incarcerated, malnourished patient whom Dr. Al-Hashimi wants to help despite bed pressures; Dana appears to manipulate an oxygen monitor reading (tape is implied) to keep him from being discharged; and a new competent nurse who arrives mid-shift, prompting discussion of ER shift overlap and staffing. They discuss a law student experiencing a first psychotic episode and how wording like “what's wrong with him” can alarm family members.   Victor and Kim analyze a cancer patient on home hospice who refuses to leave the hospital, with a death doula present. Kim suspects heavy pain medication (including ketamine and long-acting morphine) could lead to respiratory compromise, while Victor wonders if the patient is trying to die away from her husband. They also discuss Santos being behind on notes, a comedic/critical AI documentation thread (including errors like urologist vs neurologist and incorrect surgical history), and broader electronic medical record and faxing frustrations.   Additional medical beats include the waitress developing a life-threatening infection leading to an above-knee amputation, a patient demanding repeated D-dimer testing despite being on Eliquis, and Kim explaining what a D-dimer is and how unnecessary testing increases costs. They discuss translation access for hearing-impaired and non-English-speaking patients via video interpreter services. Character moments include Joy revealing she wants to be a pathologist to avoid patient interaction, and a motorcycle knee-laceration case using fluorescein to check joint involvement.   They end by noting Louie dies from pulmonary hemorrhage (Kim would have liked more foreshadowing) and Kim shares a real trauma case involving an alcoholic with liver failure who died from bleeding after a minor accident. Victor briefly previews Drops of God season 2 episode “Brothers and Sisters,” highlighting themes of sibling conflict and a toxic Georgian sibling relationship, and says they will discuss the current and next episode later. Victor closes with reminders about ongoing Industry coverage, the Nolan rewatch, upcoming premieres, and holiday/Valentine's greetings.   00:00 Welcome + What We're Covering on the Podcast This Week 00:35 Why You Should Watch ‘A Knight of the Seven Kingdoms' (GOT Spinoff Pitch) 02:32 Other Ongoing Coverage: Industry, Nolan Rewatch, and What's Next with Sona 03:58 Subscribe, Feedback, and Quick Programming Notes (Drops of God Tease) 04:50 Episode 6 Kickoff: Why This Might Be the Best ‘The Pit' of the Season 06:26 Louis' Death as the Emotional Through-Line (and Ogilvy's Cold Take) 09:16 The ‘Invisible Work': Nurses, Body Care, and Behind-the-Scenes Medicine 13:02 NP/PA Skills in the ER: Suturing, Lacerations, and Who Really Closes Wounds 15:30 Frequent Flyers & What Happens When No One Claims a Body 17:50 Underserved Patients Theme: Homeless Man, Inmate Case, and Bending the Rules 22:03 Dana Steps Up + The New Nurse Mystery (Shifts, Overlap, and Staffing) 24:48 Psychosis Case Update: Communicating Uncertainty to Family 26:13 End-of-Life Cancer Patient: Husband Dynamics and Pain Med Risks 28:17 End-of-Life Choices: Hospice, Dignity, and ‘I Don't Want to Leave' 30:00 Santos' Rough Week: Sleep Deprivation, Garcia, and AI Note Chaos 31:30 AI in Medicine vs Reality: Dictation Errors, Copy-Paste Charts, and Fax Machines 33:55 The Waitress Case Turns Critical: Above-Knee Amputation & Medical Anxiety 35:20 ER Testing 101: D-Dimer, Patient Demands, and Healthcare Costs 37:38 Communication Barriers: Sign Language, iPad Interpreters, and Future AI Translation 39:54 Joy & Ogilvy Career Talk: Why Pathology Is the ‘Hard Pass' Specialty 41:33 Motorcycle Knee Laceration Workup: Fluorescein Joint Injection Explained 42:53 Louis' Death & Pulmonary Hemorrhage: Humanizing the Staff + A Trauma Story 46:02 Drops of God Check-In: ‘Brothers and Sisters' and Where the Season's Headed 49:22 Wrap-Up: Upcoming Pods (Industry, Nolan Rewatch) and Farewell

This week, we sit down with Department of Adult Correction Secretary Leslie Cooley Dismukes to discuss urgent challenges facing North Carolina prisons. The wide-ranging interview includes discussion of chronic staffing shortages and retention, the use of lapse salary to cover operating costs, rising medical and facility expenses, and safety priorities such as body cams, drone detection, and fire prevention. 

As law enforcement agencies at every level scale up recruiting, legacy background tools can't track officer movement or surface red flags early enough to matter. Joining me to explain why those gaps show up first in hiring, and what a modern, shared digital platform would let agencies see that they can't see today is the Founder of Guardian Alliance Technologies, Justin Biedinger.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

 There are so many options for modernizing your payment system - how do you possibly choose what's right for you and your customers? How do you ensure customer retention through the transition? In this episode, Dave & Carla share the options, their plans for incentives and a successful transition, as well as real-world results from their stores.Referenced Links: Our Sponsors: H-M Company Drain Troughs: https://www.draintroughs.com & LaundroBoost: https://laundroboostmarketing.comOur Website: https://www.laundromatmillionaire.comOur Online Course: https://dave-menz.mykajabi.com/sales-pageOur Youtube channel: https://youtube.com/c/LaundromatMillionaireOur Podcast: https://laundromatmillionaire.com/podcast/Our Facebook: https://www.facebook.com/laundromatmillionaire/Our Facebook Group: https://www.facebook.com/groups/laundromatmillionaireOur LinkedIn: https://www.linkedin.com/in/dave-laundromat-millionaire-menz/Our Instagram: https://www.instagram.com/laundromatmillionaire/Our laundromats: https://www.queencitylaundry.comOur pick-up and delivery laundry services: https://www.queencitylaundry.com/deliveryOur WDF & Delivery Workshop: https://laundromatmillionaire.com/pick-up-delivery-workshop/Suggested Services Page: https://www.laundromatmillionaire.com/servicesWDF & Delivery Dynamics: A Complete Business Blueprint: https://laundromatmillionaire.com/wdf-delivery-dynamics-a-business-blueprint/The Laundromat Millionaire Insurance Program: https://laundromatmillionaire.com/insurance/Timestamps 00:00 Episode 114 Intro – Modernized Payment Systems00:58 Spotlight: Laundromat Millionaire Calendar of Events02:20 Is it Time to Modernize Your Payment System?05:22 Reasons to Transition Away from Coins09:13 Intro – the Different Payment Options that Exist10:19 Loyalty Card Systems11:35 Pay by App12:59 Phone Pay13:26 Pay with Credit or Debit Cards20:07 Our Transition Through Payment Systems – Quarters to Dollars First23:00 Going to a Hybrid System27:56 Costs & Benefits of Going to a Hybrid Payment System31:44 Successfully Transitioning to Coinless34:50 Avoiding the term “Coinless”38:12 Staffing for the Transition43:15 The Impact on Sales45:18 Customer Feedback46:22 The Benefits of Loyalty Cards – The Float & Promotions49:22 Replacement Card Solutions50:53 Next Steps in Our Transition & Final Thoughts 

In this exciting episode of The Tiberius Show, we're joined by Maxine Dennis, the CEO of Champion Valley Adventure Park in Lakeville, Minnesota. Maxine shares her journey from running escape rooms to overseeing one of the coolest adventure parks around, packed with paintball, axe throwing, archery tag, camping, and more. Discussion Points•    Champion Valley Adventure Park: Running an adventure park with paintball, axe throwing, and more.•    Maxine's Journey: From escape rooms to CEO of a 150-acre park.•    Business Advice: How close connection with customers is key to success.•    Entrepreneurship: The highs and lows of being your own boss.•    Staffing & Leadership: The challenges of managing young employees in an outdoor, adventure-based business.•    Adventure Park Fun: Weirdest moments at the park, team-building with employees, and upcoming events like zombie paintball.•    Telos: Helping teens find their passion and build careers through structured gap years.•    Life Lessons: What Maxine learned from her parents' small business and how it shaped her career.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-tiberius-show--3352195/support.

Care workers represented by Service Employees International Union Local 2015, rallied outside of a Salinas nursing home as statewide contract talks come to a close. And, the California Department of Public Health is urging people to get vaccinated against measles.

If there's one word to describe Lisa it's "growth"- both professional, personal, and non-stop. She's been a key player in the growth and transitions of companies including Twin Cities staffing company Salo, which was acquired by Korn Ferry. In this episode, Lisa joins Kathy & Dardy to share her career journey, key takeaways in leadership and what inspires her.Connect with Versique

Comment on the Show by Sending Mark a Text Message.What happens when the pursuit of the American Dream turns into a nightmare under an abusive employment contract? In this gripping episode of the Employee Survival Guide®, Mark Carey uncovers the use of abusive employment practices faced by immigrant nurses and the employment contracts they enter into in the case of Magtolls v. United Staffing Registry, Inc. These dedicated professionals, seeking a better life, found themselves ensnared in exploitative employment contracts that led to a federal class action lawsuit, highlighting the dire need for employee rights education in today's workforce. As Mark dissects the oppressive terms of these employment contracts, listeners will learn about the staggering $90,000 penalty for quitting before fulfilling a grueling 6,000-hour work commitment. This episode reveals how such agreements can create conditions akin to forced labor, where underpayment, overwhelming workloads, and threats of deportation become the norm. The discussion goes beyond the courtroom, shedding light on the broader implications of coercive employment practices that many workers face in various industries. The court's ruling that deemed these employment contracts unenforceable serves as a pivotal moment in the fight against employment discrimination and exploitation. Mark emphasizes the importance of understanding employment contracts and the rights that workers have, urging listeners to scrutinize their own agreements and recognize potential hidden dangers. This episode is not just about a legal case; it's a clarion call for employee empowerment and advocacy in the face of workplace challenges. Join us as we navigate the complexities of employment law, delve into the realities of workplace discrimination, and equip you with the knowledge to stand up for your rights. Whether you're facing a hostile work environment, negotiating severance packages, employment contract negotiation, or simply trying to understand your legal rights at work, this episode is packed with insights that can help you survive and thrive in your career. Don't miss this essential guide to navigating employment disputes and ensuring you have the tools to protect yourself in the workplace. Listen now to the Employee Survival Guide® and transform your understanding of employment contracts, workplace rights, and the vital steps you can take to advocate for yourself in an ever-changing work landscape. Empower yourself with the knowledge to navigate the complexities of employment law and ensure that your pursuit of a fulfilling career does not come at the cost of your dignity and rights.  If you enjoyed this episode of the Employee Survival Guide please like us on Facebook, Twitter and LinkedIn. We would really appreciate if you could leave a review of this podcast on your favorite podcast player such as Apple Podcasts and Spotify. Leaving a review will inform other listeners you found the content on this podcast is important in the area of employment law in the United States. For more information, please contact our employment attorneys at Carey & Associates, P.C. at 203-255-4150, www.capclaw.com.Disclaimer: For educational use only, not intended to be legal advice.

Job searches in the nonprofit sector aren't just about “what's next” anymore they're about navigating a labor market that feels equal parts opportunity and uncertainty. We visit with Dana Scurlock, Managing Director of Staffing at Staffing Boutique, to talk about what's really happening on both sides of the hiring desk and how nonprofit professionals can compete with more strategy and less stress.Dana describes today's market as “a little bit of everything,” explaining why so many experienced professionals are staying put. She introduces a newer trend she's seeing across industries: “job hugging” where talented mid-level and senior candidates hold tightly to stable roles, making it harder for nonprofits to recruit proven performers and slowing down the pace of hiring. At the same time, organizations are being more cautious with budgets and taking longer to hire, sometimes choosing a vacancy over a rushed decision.Then the conversation turns to modern job-search tactics and what nonprofits should expect from candidates (and vice versa). Dana makes the business case for tailoring every application, just like fundraising requires tailored outreach: fewer applications, better aimed. She also shares how AI tools can help candidates align resumes with recruiter keyword searches so the right experience actually shows up when hiring teams search. As Dana puts it, “AI really can be a helpful assistant when it comes to building your resume and optimizing your resume for some of the Boolean and keyword searches.”One of the most eyebrow-raising moments is the rise of the one-way video interview: candidates recording answers to prompts without a live interviewer. Dana and host Julia Patrick react strongly to what that may signal about candidate experience and employer brand. Dana frames it plainly: “It affects your brand, it affects your ability to retain staff.” From virtual first-round interviews to smarter follow-up emails, the big takeaway is clear: nonprofit hiring is evolving fast and the organizations that treat recruitment like a core business function will win better talent.#TheNonprofitShow #NonprofitCareers #NonprofitStaffingFind us Live daily on YouTube!Find us Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits! 12:30pm ET 11:30am CT 10:30am MT 9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

In this episode, Stacey Milgram Plotska, VP of Operations and Implementations at Actabl, shares how hotel technology delivers the best results when it's set up and used the right way. This conversation is a deep dive into what needs to happen, including the implementation, onboarding, training, and systems required to support ongoing learning and adoption. Stacey breaks down how strong technology partnerships work, what hotel teams need to do to succeed, and where some organizations struggle. If you care about driving performance, empowering teams, and getting real value from your technology investments, this conversation offers a clear, practical perspective.Resources:Request a conversation with Actabl about what Stacey shared hereRequest a product demo from ActablActabl customer story: Fast Track to Financial Visibility: How Commonwealth Hotels Quickly Activated ProfitSword Across More Than 40 HotelsActabl customer story: Future-Ready Hospitality: Hotel Equities Invests in the Actabl Platform to Scale with PurposeActabl customer story: Better Together: How We Aligned Hotel Operations, Staffing & Financial Performance with Actabl - Steven Marais, Noble House Hotels & ResortsActabl customer story: How Hospitality America's CEO Ben Campbell Makes Work a Team SportPodcast: The Secret to Unlocking Performance: Your Technology Partner's Customer Success Team - Megan Yagoda Kaplan, ActablPodcast: The Magic Wand Question: Building Digital Night Audit (and Hotel Tech That Matters)Hospitality Daily is brought to you with support from Mews, the operating system for hospitality that replaces fragmented systems with one connected way to manage reservations, payments, revenue, and guest service. Listen to my recent conversation with Mews founder Richard Valtr for a deep dive on what's happening with AI and hotel tech today. A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Two years after AI entered the conversation, the real question is what's actually working in the field and what's still hype. Jerris Johnson returns to share ground-level insight on how AI is being used in land management today, from runsheet generation to document review.This conversation cuts through marketing noise to focus on practical use cases, real implementation challenges, and why measuring keystrokes matters more than flashy promises.What You'll LearnHow AI expectations have evolved from "it can do nothing" to "it should do everything"Real applications working today in title analysis and land administrationWhy the "keystrokes saved" approach leads to measurable resultsPractical steps for building your own AI workflows without enterprise subscriptionsThe constraint-based thinking that makes AI implementation successfulTime Stamps01:10 - Welcome Back, Jerris Johnson!01:58 - The Evolution of AI in Two Years02:50 - Challenges and Misconceptions in AI Adoption05:48 - Real-World Applications of AI in Land Management14:49 - Future Prospects and Practical Challenges27:43 - Exploring AI Tools for Professionals29:11 - The Importance of Identifying Constraints30:38 - Leveraging AI for Workflow Efficiency34:19 - Challenges in AI Adoption43:26 - Future of AI in BusinessSnippets from the Episode"We can never use the word 'never' again. Today we're talking about desk work, but even out in the field, humanoid robots are going to be a thing." - Jerris Johnson"A really healthy metric to think about is keystrokes. How many keystrokes are you doing on a daily basis? Does AI allow you to reduce those keystrokes? That kind of thinking will help to see how AI helps." - Jerris Johnson"The AI is an intern. It's an infinitely knowledgeable intern, but it's only able to do what you want as well as you describe what you want." - Khalil Benalioulhaj"We're not faced with this 'death by subscription' concept, which is a real challenge to implementation across a grand scale." - Brent Broussard"Put on the brakes a little bit. I know I told you to try it, but now we've got to be patient. We've got to let the technology catch up to our dreams." - Jerris JohnsonKey TakeawaysFocus on Enhancement, Not ReplacementUse the "Keystrokes Saved" Success MetricTreat AI Like Training an Infinitely Knowledgeable InternIdentify Your Workflow Constraints Before Adding AIStart Manual, Then Scale, Avoid Enterprise Tool DependencyBalance Enthusiasm with Reasonable Expectations⁠Help us improve our podcast! Share your thoughts in our quick survey.⁠⁠⁠⁠ResourcesNeed Help With A Project? ⁠⁠⁠⁠⁠Meet With Dudley⁠⁠⁠⁠⁠Need Help with Staffing? Connect with ⁠⁠⁠⁠⁠Dudley Staffing ⁠⁠⁠⁠⁠Streamline Your Title Process with ⁠⁠⁠⁠⁠Dudley Select Title⁠⁠⁠⁠⁠Watch On ⁠⁠⁠⁠⁠Youtube⁠⁠⁠⁠⁠Follow Dudley Land Co. On ⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠Subscribe To Our Newsletter, The Land Dept. MonthlyHave Questions? ⁠⁠⁠⁠⁠Email us⁠⁠⁠⁠⁠More from Jerris Johnson⁠The Real Deal Landman Show⁠Connect with Jerris on⁠ LinkedIn⁠More from Our HostsConnect with ⁠⁠⁠⁠⁠Brent⁠⁠⁠⁠⁠ on LinkedInConnect with ⁠⁠⁠⁠⁠Khalil⁠⁠⁠⁠⁠ on LinkedIn

Send us a textTop News Stories of the Month, January 2026At the end of life, quality matters—but too often, the metrics used in hospice and palliative care fail to reflect the care patients and families actually experience. In Episode One of Measures That Matter: How Better Metrics Can Transform End-of-Life Care, TCNtalks / Anatomy of Leadership explores why fewer, clearer quality measures are essential for reducing variability, improving patient outcomes, and supporting value-based care at the end of life.This episode introduces the Measures That Matter initiative through the lens of experience, data, and leadership responsibility.  Bob Tavares explains how decades of healthcare analytics revealed a fundamental problem in hospice quality measurement: an abundance of metrics that fail to differentiate performance. Many current measures cluster nearly all providers at the top, making it difficult for patients, payers, and value-based organizations to identify true centers of excellence or address variability that puts patients at risk.From the provider and network perspective, Robin Heffernan and Mindy Stewart-Coffee highlight the real-world consequences of that variability. Across thousands of hospice and palliative care providers nationwide, quality is inconsistent—even within the same organization across different markets. Staffing changes, lack of collaboration with risk-bearing entities, and late referrals all contribute to uneven patient and family experiences, reinforcing the need for fewer, clearer, and more actionable measures.Episode One ultimately reframes measurement as a leadership issue—not a compliance exercise.  Great hospice and palliative care, the panel argues, doesn't happen by accident.  It is intentionally designed, supported by the right systems and processes, and continuously measured to reduce variability and honor patient goals.  This opening episode sets the stage for a deeper exploration of the specific metrics that matter most—and how leaders can use them responsibly to improve care where it matters most.Host:Chris Comeaux, President / CEO of TELEIOSCo-Host:Cordt Kassner, PhD, Publisher of Hospice & Palliative Care Today& CEO and Founder of Hospice AnalyticsGuest:Bob Tavares, VP & General Manager, HealthPivots Robin Heffernan, PhD, Co-Founder and CEO, Empassion Mindy Stewart-Coffee, National Vice President, Palliative Care The Anatomy of Leadership podcast explores the art and science of leadership through candid, insightful conversations with thought leaders, innovators, and change-makers from a variety of industries. Hosted by Chris Comeaux, each episode dives into the mindsets, habits, and strategies that empower leaders to thrive in complex, fast-changing environments. With topics ranging from organizational culture and emotional intelligence to navigating disruption and inspiring teams, the show blends real-world stories with practical takeaways. The goal is simple yet ambitious: to equip leaders at every level with the tools, perspectives, and inspiration they need to lead with vision, empathy, and impact. https://www.teleioscn.org/anatomy-of-leadership

Top News Stories of the Month, January 2026At the end of life, quality matters—but too often, the metrics used in hospice and palliative care fail to reflect the care patients and families actually experience. In Episode One of Measures That Matter: How Better Metrics Can Transform End-of-Life Care, TCNtalks / Anatomy of Leadership explores why fewer, clearer quality measures are essential for reducing variability, improving patient outcomes, and supporting value-based care at the end of life.This episode introduces the Measures That Matter initiative through the lens of experience, data, and leadership responsibility.  Bob Tavares explains how decades of healthcare analytics revealed a fundamental problem in hospice quality measurement: an abundance of metrics that fail to differentiate performance. Many current measures cluster nearly all providers at the top, making it difficult for patients, payers, and value-based organizations to identify true centers of excellence or address variability that puts patients at risk.From the provider and network perspective, Robin Heffernan and Mindy Stewart-Coffee highlight the real-world consequences of that variability. Across thousands of hospice and palliative care providers nationwide, quality is inconsistent—even within the same organization across different markets. Staffing changes, lack of collaboration with risk-bearing entities, and late referrals all contribute to uneven patient and family experiences, reinforcing the need for fewer, clearer, and more actionable measures.Episode One ultimately reframes measurement as a leadership issue—not a compliance exercise.  Great hospice and palliative care, the panel argues, doesn't happen by accident.  It is intentionally designed, supported by the right systems and processes, and continuously measured to reduce variability and honor patient goals.  This opening episode sets the stage for a deeper exploration of the specific metrics that matter most—and how leaders can use them responsibly to improve care where it matters most.Host:Chris Comeaux, President / CEO of TELEIOSCo-Host:Cordt Kassner, PhD, Publisher of Hospice & Palliative Care Today& CEO and Founder of Hospice AnalyticsGuest:Bob Tavares, VP & General Manager, HealthPivots Robin Heffernan, PhD, Co-Founder and CEO, Empassion Mindy Stewart-Coffee, National Vice President, Palliative Care Teleios Collaborative Network / https://www.teleioscn.org/tcntalkspodcast

Law enforcement staffing at federal agencies varied between fiscal years 2020 and 2024. But a new Government Accountability Office report shows the Veterans Health Administration saw a major uptick in law enforcement staffing during that period, going from 4,699 officers in 2020 to 6,281 by the end of 2024. VHA was an outlier as most other federal, state and local law enforcement agencies either had flat workforce totals or saw varying levels of attrition. GAO's report doesn't cover the last year when the Department of Homeland Security recruited a record number of immigration enforcement and Border Patrol agents.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Live from the NTL Summit in Miami, Demetrio Rico breaks down how law firms can scale without sacrificing quality through strategic staffing, intake optimization, and process-first operations. From closing million-dollar retainers overnight to using AI the right way, Demetrio shares what it takes to run efficient, outcome-driven law firm operations in a rapidly evolving legal landscape.

This episode is presented by Create A Video – In the only debate between the four Democrats running for Mecklenburg County Sheriff, the candidates explained how they'd work with immigration enforcement (now all Sheriffs in NC are forced to do so), how to address staffing shortages, and the incumbent's record as a terrible leader. Subscribe to the podcast at: https://ThePetePod.com/ All the links to Pete's Prep are free: https://patreon.com/petekalinershow Media Bias Check: GroundNews promo code! Advertising and Booking inquiries: Pete@ThePeteKalinerShow.comGet exclusive content here!: https://thepetekalinershow.com/See omnystudio.com/listener for privacy information.

Nursing is at a pivotal moment and bold leadership is shaping what comes next. Join Dale E. Beatty, DNP, RN, Chief Nurse Executive and Senior Vice President at Stanford Health Care, for a candid conversation on the future of nursing practice and education. Drawing from his experience leading system-wide transformation, Dr. Beatty reflects on workforce challenges, the evolving role of nurse leaders, and what it truly takes to build cultures where care, innovation, and people thrive. This discussion offers a forward-looking perspective on how nursing can move beyond resilience toward redesign—reimagining education, leadership, and mentorship to meet the demands of modern healthcare. Read Transcript: https://mcdn.podbean.com/mf/web/hne2dtewsdptzyas/medcast_episode115.pdf CME Information: https://stanford.cloud-cme.com/medcastepisode115 Claim CE and MOC: https://stanford.cloud-cme.com/Form.aspx?FormID=3756

Kenneth Vogel, New York Times reporter, joins Chris and Amy following a rule change from the Trump administration regarding minimum nursing home staffing requirements. A number of nursing homes donated to the President's political action committee prior to the changes. 'The people who are giving are getting access,' says Vogel of those receiving preferential treatment.

In this episode of InSights, presented by Haley Marketing, Brad Bialy sits down with David Searns, Co-CEO of Haley Marketing, to unpack why staffing firms must build a true growth engine—one that aligns marketing, sales, and buyer enablement to win in a more skeptical, competitive market. About the Guest David Searns is the Co-CEO of Haley Marketing and one of the most experienced voices in staffing industry marketing. With more than 25 years helping firms clarify differentiation and drive demand, David brings a deep, practical understanding of what actually fuels sustainable growth. Key Takeaways Marketing is a sales advantage, not a creative expense. Buyers decide long before sales ever gets the call. Differentiation starts with customer problems, not company features. Nurturing beats chasing when markets tighten. If you don't define your aisle, you compete on price. Timestamps [02:20] Why staffing penetration is collapsing [04:55] Buyers are skeptical, busy, and informed [06:45] The danger of selling without buyer enablement [09:20] The six-layer growth engine framework [13:15] Why most differentiators don't actually differentiate [17:10] Escaping the “staffing aisle” trap [19:00] How owners should pressure-test their messaging [23:40] Making sales drop-bys actually work [27:25] Why nurturing is the most ignored lever [31:30] Buyer enablement without giving away secrets [34:20] Why fewer employers are using temps [35:50] Learning how to learn in a changing market About the Host Brad Bialy is a trusted voice and highly sought-after speaker in the staffing and recruiting industry, known for helping firms grow through integrated marketing, sales, and recruiting strategies. With over 13 years at Haley Marketing and a proven track record guiding hundreds of firms, Brad brings deep expertise and a fresh, actionable perspective to every engagement. He's the host of Take the Stage and InSights, two of the staffing industry's leading podcasts with more than 200,000 downloads. Sponsors InSights is presented by Haley Marketing. For a limited time, we're offering 50% off a brand new staffing website. Just message Brad Bialy on LinkedIn and mention the Crazy Website Promo. Book a 30-minute business and marketing consultation with host, Brad Bialy: https://bit.ly/Bialy30 This episode is brought to you by FoxHire. If you're looking for an Employer of Record partner that helps recruiters confidently grow contract placements and build recurring revenue without taking on extra risk, FoxHire is perfect for you. Learn more at https://www.FoxHire.com/Haley  

What worked for hiring and managing staff a few years ago is no longer enough. Jeff and Ashley break down the modern realities of dental staffing from payroll pressures, shifting expectations, and making smarter hiring decisions.    The MGE Power Program - https://www.mgeonline.com/power-program  DDS Success (coupon code RX269) - https://ddssuccess.com/   Cedr Solutions - https://www.cedrsolutions.com/  Smile Care Claims - https://www.smilecareclaims.com/ 

A coalition of unions and nonprofits is challenging cuts to staff at the Federal Emergency Management Agency. In a new lawsuit, they allege the workforce reductions violate laws that restrict the Department of Homeland Security from making sweeping changes at FEMA. For more, Federal News Network's Justin Doubleday joins me.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Let's talk demographics. The Baby Boom started in the wake of WW2 in 1946. If you were born in 1946, then you are 80 years old now. You are the oldest baby boomer. The baby boom covered the time period from 1946 until 1964. The youngest baby boomer is 61 years old. We keep hearing that the baby boomers are driving the need for senior housing, specifically assisted living and memory care. The problem is that the boomers have not been old enough to need senior housing in large numbers. That's finally changing. The real wave is still another 5 years away, but it's starting. Staffing is the top issue for all operators. Staffing shortages during the pandemic forced many communities to cap occupancy, even when demand existed. That constraint is easing, but not uniformly. Wages remain elevated. Recruiting and retention are ongoing challenges.The best operators are treating labor as a strategic asset, not a variable expense. Investment in culture, training, and career paths is translating directly into higher occupancy, better resident outcomes, better employee retention and stronger margins.-------------**Real Estate Espresso Podcast:** Spotify: [The Real Estate Espresso Podcast](https://open.spotify.com/show/3GvtwRmTq4r3es8cbw8jW0?si=c75ea506a6694ef1)   iTunes: [The Real Estate Espresso Podcast](https://podcasts.apple.com/ca/podcast/the-real-estate-espresso-podcast/id1340482613)   Website: [www.victorjm.com](http://www.victorjm.com)   LinkedIn: [Victor Menasce](http://www.linkedin.com/in/vmenasce)   YouTube: [The Real Estate Espresso Podcast](http://www.youtube.com/@victorjmenasce6734)   Facebook: [www.facebook.com/realestateespresso](http://www.facebook.com/realestateespresso)   Email: [podcast@victorjm.com](mailto:podcast@victorjm.com)  **Y Street Capital:** Website: [www.ystreetcapital.com](http://www.ystreetcapital.com)   Facebook: [www.facebook.com/YStreetCapital](https://www.facebook.com/YStreetCapital)   Instagram: [@ystreetcapital](http://www.instagram.com/ystreetcapital)  

Send us a textThe most honest leadership lessons rarely come from a boardroom—they happen in the kitchen, the carpool line, and the sideline before a fourth-grade basketball tryout. Casey sits down with Andy Hutsell to explore how a dad builds a resilient home through faith, kindness, and unapologetic intentionality. From the joyful chaos of an open-concept house to the quiet courage required to navigate KBG syndrome, Andy shares the hard-won habits that keep his family connected: pause before you preach, celebrate effort as much as outcomes, and repair quickly when you get it wrong.We trace Andy's journey from failing out of college to rebuilding his identity with grit on a Texas farm, then channeling that growth into a meaningful career in staffing and leadership at Randstad Digital. He explains why permanent placement is about more than a paycheck—how career matching, culture fit, and long-term stability can transform people's lives. Along the way, we talk about the power of apology, catching survival mode before it hijacks your evenings, and why consistent presence beats perfect plans.You'll hear practical insights on parenting through rare medical uncertainty, modeling real faith without performance, and raising kids who default to kindness even when life gets loud. It's a conversation for anyone who wants to lead at home with more grace and less guilt, and to carry that same clarity into work. If you're craving a playbook built on humility, humor, and hope, you'll find it here.If this conversation resonates, follow the show, share it with a friend who needs it, and leave a rating or review so more dads can find us. Your support helps grow this community of leaders at home and at work.Support the showPlease don't forget to leave us a review wherever you consume your podcasts! Please help us get more dads to listen weekly and become the ultimate leader of their homes!

Leading Into 2026: Executive Pastor Insights Momentum is real. So is the pressure. This free report draws from the largest dedicated survey of Executive Pastors ever, revealing what leaders are actually facing as they prepare for 2026. Why staff health is the #1 pressure point Where churches feel hopeful — and stretched thin What worked in 2025 and is worth repeating Clear decision filters for the year ahead Download the Full Report Free PDF • Built for Executive Pastors • Instant access Welcome back to another episode of the unSeminary podcast. We’re wrapping up our conversations with executive pastors from prevailing churches to unpack what leaders like you shared in the National Executive Pastor Survey. Today we're joined by Shayla McCormick, executive leader at Coastal Community Church in Florida. Coastal is a rapidly growing multisite church with three locations, consistently ranking among the fastest-growing churches in the country. Shayla serves alongside her husband and brings deep operational insight shaped by leading a large church with a remarkably lean staff. In this conversation, Shayla helps unpack one of the most pressing themes from the survey: how churches hire—and why so many find themselves hiring the same roles over and over again. She challenges leaders to rethink staffing through the lens of multiplication rather than pressure relief. Why churches keep hiring the same roles. // According to the survey, churches continue to prioritize familiar roles—especially NextGen and support positions—even as ministry contexts change. Shayla believes this pattern often comes from reactive hiring. When attendance grows, volunteers feel stretched, systems strain, and leaders feel pain. The quickest solution is to hire someone to relieve pressure. But Shayla cautions that hiring to relieve pain is different from hiring to build capacity. When churches skip the discernment step—asking what this season truly requires—they repeat the same staffing patterns without addressing root issues. Relieving pressure vs. building capacity. // Shayla draws a sharp distinction between doers and equippers. Doers add short-term relief by completing tasks, while equippers multiply long-term impact by developing others. Coastal intentionally prioritizes hiring equippers—even when that means living with short-term discomfort. Her leadership philosophy flows directly from Ephesians 4 – the role of leaders is to equip the saints for the work of the ministry. The courage to make the “big ask.” // Shayla challenges the assumption that busy or successful people won't serve. Too often, leaders say no for people before ever asking. At Coastal, high-capacity professionals—business owners, executives, retirees—serve in everything from parking to finance. The key is matching people's gifts with meaningful responsibility and inviting them with confidence. A radically lean staff model. // Coastal averages around 5,000 in weekly attendance with just 25 staff members, an unusually low ratio. This isn't accidental—it's strategic. Shayla explains that Coastal has built a high-capacity volunteer culture where unpaid leaders carry real responsibility. Staff members exist to equip and empower those leaders. This approach requires more upfront investment in training and coaching, but it produces sustainable growth without constant hiring. The risk of overstaffing. // Overstaffing creates more than financial strain. Shayla warns that it can lead to lazy culture, misaligned expectations, and long-term instability. Churches that staff heavily during growth seasons often face painful decisions when momentum slows. Without a strong culture of equipping, ministries become staff-dependent rather than leader-driven. Shayla encourages leaders to steward today with foresight—preparing for future seasons, not just current demand. When hiring is the right move. // While Coastal resists reactive hiring, Shayla is clear that hiring still matters. For example, Coastal recently decided to add staff in Kids Ministry—not because volunteers were failing, but because the kids pastor needed freedom to focus on strategy, family connection, and leader development. The new role removes task-based pressure while also serving as a developmental pipeline for future campus launches. The goal isn't to replace volunteers—it's to free equippers to multiply more leaders. Mission over position. // As Coastal grows, Shayla emphasizes a culture of mission over position. Roles evolve as the church evolves. Using metaphors like scaffolding and rotating tires, she reminds leaders that some roles exist for a season—and that rotation is necessary for long-term health. Leaders regularly ask: Who are you developing? Who's next? This mindset ensures the church can grow without being dependent on specific individuals. Starting points for stretched teams. // For leaders feeling perpetually tired despite added staff, Shayla offers simple coaching: eliminate work God never asked you to do, clarify expectations, and require every leader to develop others. Growth doesn't come from adding people—it comes from multiplying leaders. To learn more about Coastal Community Church, visit coastalcommunity.tv or follow @coastalchurch on Instagram. You can also connect with Shayla at @shaylamccormick. Watch the full episode below: Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you have decided to tune in. We are in the middle of these special episodes—I’ve been loving these—around really responding to your survey. We did a National Executive Pastor Survey. It’s the largest survey I can say that I’m aware of, of this, where we get out and talk to executive pastors across the country and really ask them, how’s it going in their church? What are they feeling? What are they learning? To really take a litmus test of where things are at. Rich Birch — And then what we’re doing is pulling in some incredible… leaders to help you wrestle through with some of the findings. And I’m excited, privileged, really, to have Shayla McCormick with us today. She’s with an incredible church called Coastal Community Church, a multi-site church with, if I’m counting correctly, three locations in Florida. It started in September 2009, not that long ago, and they’ve repeatedly been one of the fastest growing churches in the country. She serves with her husband at this church, and this is an incredible church. You should be following along with Shayla and with the church. Welcome to the show. So glad you’re here.Shayla McCormick — Thank you so much, Rich. I’m glad to be back and excited just to, you know, share with everybody just some insights and things that that I’ve learned along the way too.Rich Birch — Nice. This is yeah super fun to have you on again. And you should go back and listen to back episode that Shayla was on was one of our best of last year. Super helpful. So you’re going to want to lean in on that.Rich Birch — Now, when I saw some of the results from the survey, friends, I’m letting you behind the curtain. We looked at a couple different you know things and I sent them out to these friends and I said, hey, you pick whichever one you want. And I was really hoping that you would pick this one because I really think that you’ve got just so much to offer to this. So let’s, I’m going to unpack this a little bit. Shayla McCormick — Yeah.Rich Birch — So one of the questions we asked was, ah you know, there’s all these different roles that people are hiring. And for years, in fact, I actually thought about maybe not doing this question this year, because basically the order is pretty similar that people come back every year. But what we’ve seen from 2023 to 2024 is that particularly support roles, this idea of support roles that churches are out looking for those has grown significantly, 12 percentage points in those three years. Other roles like NextGen remain consistently at the top. You know, Outreach ranks the lowest at like 9 to 12 percent, which breaks my heart as a former outreach pastor. I was like, ah, people are not thinking about those things. Rich Birch — So today what I want to do is unpack this idea around what are who are we hiring for? What difference does it make? We know as an executive pastor listening in, I know that many of you are are kicking off this year thinking about, hmm, who should we be hiring? What should that look like? And really this tension that we all face with you know, being understaffed and overstaffed. How does all that work together? So I’m really looking forward to having your input on it.Rich Birch — Why do you think churches continue to hire for essentially the same roles as we see year in, year out, Shayla, why do we see that? Even as ministry changes, it’s like we find ourselves having the same conversation. Where are the kids ministry people? Where are the support roles people? Shayla McCormick — Yeah. Rich Birch — Why do we find ourselves in these same conversations?Shayla McCormick — Yeah, honestly, I think a lot of times as church leaders, like we repeat roles because we haven’t we haven’t really honestly just kind of stopped long enough to really go, what does this season actually require? Rich Birch — That’s good.Shayla McCormick — I think a lot of times what we do is we hire to almost relieve pressure but not really build capacity. And so I think we repeat roles because like kids ministry, right? That’s always a place where you have growth, you have kids, you have to staff a lot of volunteers. It’s a lot of administrative work. And, you know, sometimes I think we can tend to go, Hey, I want to relieve pressure on this. And so we end up trying to to put somebody in a seat and then we end up over hiring. And a lot of, a lot of us hire when it hurts, right? When, okay, attendance is growing, volunteers are tired, systems are breaking, A leader is overwhelmed.Shayla McCormick — And we end up, I think, making these desperation hires rather than hiring to actually build capacity… Rich Birch — Oh, that’s good. That’s good. Shayla McCormick — …so that we can continue to grow. And so I think a lot of times our mindset kind of subtly shifts from, I mean, Ephesians 4, right? You equip the saints for the work of the ministry. And it sometimes our mindset shifts from equipping the saints to to almost replacing the staff role or the saints role with a staff member.Shayla McCormick — And it can tend to just, you can be overstaffed. And then that puts pressure financially and all, you know, like so much, but we just continue to repeat the process. Because again, we hired to relieve pressure instead of build capacity and we’re not really sitting… Rich Birch — Yeah, I would love to unpack that. Shayla McCormick — Yeah. Rich Birch — I think there’s so much there. So how are you discerning or how, you know, if a church calls you up and is asking you discern really between those two, like, Hey, I’ve got maybe I’ve got an operational problem. I’m trying to relieve pressure using the language you do. You were saying versus like building capacity for the future, which inherently sounds like to me, if I’m choosing to build capacity, I’m going to live with some pain in the short term is what I hear in that. Help me discern what that, what that looks like. How how do you work that out at, you know, at, at Coastal?Shayla McCormick — Yeah, I think we we are always looking for equippers, for multipliers. We ask the question very consistently, is this a doer or is this a leader? And not that doers are bad. Doers can actually, they can help you add capacity because it relieves the stress or the pain on a leader, right? Because you have somebody doing stuff, but equipers actually, they multiply. And so when I’m a growing church, if I continue to hire doers, then I’m just like, I’m solving a temporary so solution essentially, or a temporary problem, because at some point those things are going to go away.Rich Birch — Right.Shayla McCormick — But what, what the approach that we’ve taken is the Ephesians 4, you know, you equip the saints for the work of the ministries. And I think a lot of, lot of the times we actually neglect almost our volunteer base. And we lean heavily on our volunteers, our, We average probably 5,000 in weekend attendance, and we have about 25 staff members. And that is not a lot of staff for…Rich Birch — That’s insane. That to me, that is… Friends, I hope you heard that. So that’s like one to 200 or something like that. It’s it’s that’s all it’s Shayla McCormick — I don’t even know. It’s low.Rich Birch — Yeah, it’s very low. It’s very low. Yes.Shayla McCormick — But we have a very, very, very high value in equipping our volunteers. Because there are people in our church that want to, they want to do. Rich Birch — Right. Shayla McCormick — They might be the doers that can help build capacity in a way that can help lift responsibility off people. We have people that come in that like, they’re like on staff, but they don’t get paid just because they want to come and they want to serve. Rich Birch — Yes.Shayla McCormick — And a lot of times I think we actually, say no for people because, oh, I don’t want to ask somebody to do another thing. But they’re like begging, use my gifts, use my talents. But we’re saying no for them. And then we’re going and hiring for these positions when it’s something that we could actually give away…Rich Birch — Yes, yes. Shayla McCormick — …and equip the saints for the work of the ministry. Rich Birch — Yes.Shayla McCormick — And for instance, in our kids’ ministry, we average at one of our locations probably about between 500 and 600 kids on the weekend. And I have one full-time staff member for that position right now.Rich Birch — Wow. Wow. Yeah.Shayla McCormick — And now we are getting ready to hire an additional person. But she has done a phenomenal job at building high-capacity leaders that are volunteers… Rich Birch — That’s good. Shayla McCormick — …that want to give their time and their energy and their resources and their passion. But I think for so many churches, we just we say no for people… Rich Birch — Yeah, 100%. Shayla McCormick — …and then we end up hiring something that we could give away in a volunteer capacity. Now that is harder on us… Rich Birch — Right. Shayla McCormick — …because you have to you know you have to teach and equip and you know pick things up, but…Rich Birch — Yeah, it’s it’s longer term. It’s it’s not it’s not a quick and easy. Shayla McCormick — Right. Rich Birch — So I want to come back to the big ask in a second. Shayla McCormick — Okay. Rich Birch — But I want I want to play a bit of the devil’s advocate. Shayla McCormick — Yes. Rich Birch — So I was having this conversation with a church leader recently, and we were looking at their staff, like their just total staffing. And we were actually having this conversation between, I was asking them like, hey, what how many of these people would you say are Ephesians 4 type people, equippers, people who are… Shayla McCormick — Yeah. Rich Birch — And then how many of these would be doers? Because every staff team has some doers on it. Like you have some percentage of them.Shayla McCormick — Yes, 100%.Rich Birch — When you, shooting from the hip of those 25, what do you think your ratio is on your team of equippers to doers? Because this is what this leader said to me. They were like, because I was kind of pushing them. I was like, I think you need to have less of these doers on your team. Like we’ve got to, we got to get not, I said, we’d have to get rid of them, but we got to grow some of these leaders up to become more multipliers.Shayla McCormick — Yep.Rich Birch — And they were like, well, but those people, they release my multiplying type people to do the work that they need to do. And I was like, yes, but if we don’t watch this ratio very quickly, we’ll we’ll end up with a bunch of doers on our team. So what would the ratio look like for you on your team? How do you think about those issues? Unpack that for me.Shayla McCormick — Yeah, I would I would say it’s maybe like a, I would say it’s maybe 10% that are, that are…Rich Birch — Right. Wow. Yeah. A couple, two or three, maybe four at the most kind of thing.Shayla McCormick — Yes, exactly, that are that are not the ones that I’m expecting. And even even them, I expect to go out and multiply as well. It’s it’s it’s part of our part of our conversations.Rich Birch — Yeah.Shayla McCormick — But it’s a very low percentage because for me, it again, it goes back to, those are things that I can equip other people to do… Rich Birch — Yes. Shayla McCormick — …that I can give ministry away. And…Rich Birch — Okay. So yeah, let’s talk about the big ask. Shayla McCormick — Okay. Rich Birch — So I hear this all the time from church leaders across the country and they’ll this is, this is how the conversation goes. They’re like, yeah, yeah. But you don’t know, like people in our part of the country, they’re very busy. Shayla McCormick — Yeah.Rich Birch — And like the people at our church, they’re kind of like a big deal. And like, they got a lot going on in their life. And like, This is true. You guys are in like the greater Fort Lauderdale area. This is a very, you are not like some backwoods, you know, place and you’re doing the big ask.Rich Birch — You’re saying, hey, you used it, which is you said like, hey, basically we’re saying, could you work part time for us in this area?Shayla McCormick — Yeah.Rich Birch — Have a huge amount of responsibility. How do you keep the big ask in front of people? How, how what’s that look like? Unpack that for us.Shayla McCormick — I mean, something that we talk about on our staff very frequently is, because it’s so natural to say, oh, they’re too busy, especially high capacity people. What I’ve what I’ve realized is is just a side note, but like, single moms are the most high-capacity people. They are the busiest people juggling the most things. But there are best people to come in and serve and do and all of that.Rich Birch — Right.Shayla McCormick — But they’re busy. Rich Birch — Right. Shayla McCormick — And so just because someone seems busy or successful or, you know, whatever barrier that you put in your brain, like, I think the reality is is we say no for them before we even ask.Rich Birch — 100%. 100%.Shayla McCormick — And so the conversations on our team always look like, are you saying no for them? Make the ask anyways. And a lot of times they’re like, oh my gosh, they said yes. I mean, I have people that run million, billion dollar companies serving in my parking team. You know, it’s like…Rich Birch — Right.Shayla McCormick — It’s, yeah, I mean, I you have people that are retired, very successful, business leaders that are coming in and volunteering to you know do finance things. Like it’s finding what are what are they great at and giving them purpose in it.Rich Birch — Yes, yes.Shayla McCormick — And not just saying no for them because I think they’re successful or they’re too busy.Rich Birch — How much of that is, because I would totally agree, how much of that is like, like what I hear you saying, it’s like a mindset issue for us as leaders. Shayla McCormick — Yes. Rich Birch — Like, hey, we can’t, even when we ask someone, we can say no before them in that question, right? We can be like, I don’t know if you could, well, you know, you’re real busy and I’m not sure blah blah, blah. And that kind of lets them off the hook before we even. So part of it is a mindset, but then part of it has to be like a structural thing, the way you’re structuring the roles. How do those two interact with each other?Shayla McCormick — Ask the question one more time.Rich Birch — So part of it is like our mindset are the, the, when we approach people, we’re asking them in a way that, you know, is casting vision for like, Hey, this is a huge opportunity to push the kingdom forward. But then also a part of it, I would assume is like the way we’re structuring the roles so that it it feels like, no, like we’re, we’re kind of, it is a big ask. Like, it’s like, we’re giving them enough responsibility and all that sort of thing. How do those interact with each other when you’re asking someone, when you’re making a big ask like that?Shayla McCormick — I mean, I think most of what I’m talking, what I’m referring to is a little bit more in the the doer space or the operational space.Rich Birch — Yep. Yep. Okay, good. Yep.Shayla McCormick — So it’s structuring things based on almost task or, you know, responsibility that can be repeated consistently and come in and just, you know, like get it done, so that I don’t have to, again, go back to hiring somebody to do these tasks to take this off of this staff member’s plate to increase their capacity. I’m basically giving those tasks and responsibilities to a volunteer. And I think a lot of times what’s scary to me is people, us, you know, churches, their first response to problem in every situation is to hire. Rich Birch — Yeah, right.Shayla McCormick — And I think if that’s your first response, you’re going to get in, trouble you’re going to get in big trouble.Rich Birch — Yeah, yeah.Shayla McCormick — And you’re going end up overstaffed because you, you staffed in seasons where attendance was growing or something again, to relieve that pressure…Rich Birch — Yes. Yeah, that’s good.Shayla McCormick — …not thinking multiplication. And if every solution is to hire, I don’t think the church has a staffing problem. actually think they probably have a discipleship problem. And like…Rich Birch — Oh, that’s good. That’s good. Shayla McCormick — …and an equipping problem because the goal is to multiply apply leaders faster so that your church grows.Rich Birch — Yeah, yeah, that’s good.Shayla McCormick — And so if we’re not thinking multiplication and equipping, then you know I think we’re gonna get to a place where, again, we’re we’re overstaffing and we’re hiring for the same things because we haven’t learned to equip and empower and train up.Rich Birch — Yeah, that’s good. Let’s double click on that. Shayla McCormick — Yeah.Rich Birch — What risks? So overstaffing, why is that a risk? What’s the there’s obviously a financial risk there. Are there other risks that you see there that emerge when a church consistently staffs for doers or execution rather than you know invest in you know equipping and raising up the people in their church? What will be some other risks you see in that?Shayla McCormick — Yeah, I think if you’re, if you, I’m trying to figure out how to frame this. If you’re not thinking multiplication, you’re going to, you’re going to hit a point in your church where like everything isn’t always up and to the right.Rich Birch — Right. Yes. True.Shayla McCormick — And so it’s not that I’m planning for failure or the difficulty, but I’m also trying to steward what has been entrusted to me, and some of that requires foresight and wisdom… Rich Birch — Yep. Shayla McCormick — …even in my planning and my budgeting. And so if one season I’m staffing something in growth, the next season might not look the same. And I’ve because I haven’t diligently given, again, Ephesians 4, given ministry away, my role, pastor’s roles, you know, like, is to equip the saints for the work of the ministry. Rich Birch — Yep.Shayla McCormick — And if I haven’t done those things properly, then I think I’m going to get a hit a season where then I’m letting staff go. Rich Birch — Right.Shayla McCormick — And, you know, or honestly, culture has become lazy because everybody doesn’t have enough to to do. And so there’s tensions and frustrations and, you know, like, and it starts you start to get a culture, I think, where you say, well, we’ll just hire for that. We’ll just hire for that. We’ll just hire for that. Instead of, okay, who’s next? Are you always developing? Like, what volunteer have you asked to do that? Have you given ministry away? And start asking our staff questions. If they’re coming to you and saying, hey, i need ah I need this role and I need this role and I need this role, the question back should be, well, who have you been developing?Rich Birch — Right.Shayla McCormick — You know, what ministry have you given away? Some of those things that just kind of push back on the solution is not always to hire somebody. Rich Birch — Right. Shayla McCormick — But what responsibility have you taken in development of people?Rich Birch — Yeah, that’s good. in the In the kids ministry area, you had referenced this earlier, you know, a campus with 500 kids and one staff, which again is is, I know there’s lots of executive pastors that are listening in that are like, what? That’s crazy. But you are, ah you have decided to add a staff member there. What was it that kind of clicked over to say, okay, yeah, we are going to add someone. And and what are what is that role that you’re adding? And how do you continue to ensure that we’re, you know, that we keep this focus as we look to the future?Shayla McCormick — For us, my kid’s pastor is obviously very high capacity, you know, and she is a multiplier. And her greatest use of her time for me is connecting with those families, is creating opportunities for them to connect, and hiring another person is going to free her up to connect more with families on the weekends, and to spend more of her time being strategic.Shayla McCormick — And so she needs to duplicate another her on the weekends that can make sure they’re facilitating volunteers and they’re making sure people are encouraged and that teams are built and that people are showing up and schedules are being done. And it’s it’s high people, but it’s also task and responsibility that comes off of her plate that frees her up to um do the thing that she’s great at.Rich Birch — Yeah, that’s fantastic.Shayla McCormick — And obviously, she’s given all that stuff away in this season, but now we’re also using that as a developmental role to potentially be a kids director at another location when we launch a location.Rich Birch — Right. Yeah. There will be more, hopefully more coastal locations in the future… Shayla McCormick — Yes. Rich Birch — …and you need to you know raise those people up now you have the ability to do that. This is one way, you know, to do that as well.Shayla McCormick — Yep. Yep. Right.Rich Birch — So put yourself in a, a, say a friend calls executive pastor calls and they’re in this kind of this topic. They feel like, man, my team is perpetually stretched.Rich Birch — We, we added a bunch of staff last year and, it just didn’t help. You know, it’s like we find it sure we’re starting out the new year here and our headcount is up, but people are as tired. They’re as burnt out as they’ve ever been. And it feels disproportionate. It feels like, oh, man, like I don’t this things are not getting better. What are they missing? What what are what’s the how would you coach them? Maybe some first steps that you would kind of help them to think about what they should be doing on this front.Shayla McCormick — So I think maybe first and foremost, I might ask what what work are you doing that really God never asked you to do, first of all? I think we, we, add a lot of things that aren’t probably the best use of people’s times. And so where have we added things that we didn’t need to add that aren’t adding value… Rich Birch — That’s good. Shayla McCormick — …that can, number one, lift something off of our team that maybe they don’t just, you know, doesn’t add value. Rich Birch — That’s good.Shayla McCormick — And so that would probably be one of the first places I would start. It was like what are what are you working on that God hasn’t asked you to do?Rich Birch — Yeah, what can we streamline? What do we need to pull back? Yeah, yeah.Shayla McCormick — Exactly. And then…Rich Birch — That’s good.Shayla McCormick — …secondarily, I think I would really focus on leaning into, and this is what we’ve done in in many seasons, is we’ve leaned into two things. Number one is starting to ask our team, like, hey, who’s who’s around you that you’re developing? I need you to pick three people, you know, and just start pouring into them. I know this this isn’t a, I know this doesn’t lift the load, necessarily in the moment, but I think it can help lift it for the future. So it’s like, hey, how am I teaching my staff to look for other leaders and developing those leaders? And the other question just went away from my mind.Rich Birch — Well, that’s a great one, though. This even it’s the idea of who are the two or three people that you’re developing, that’s a powerful idea. Because I think there’s think particularly if you’re a church that’s caught in this treadmill, um there probably are people in your orbit. There are there are volunteers that would be looking for more to do to look. But but oftentimes our team, we just they don’t see those people. They don’t because we haven’t challenged them to see those people.Shayla McCormick — It’s it’s it’s honestly a question that’s a regular part of all of our teams one-on-ones… Rich Birch — That’s cool. Shayla McCormick — …that one of the questions is, who’s next? Like you should always be replacing yourself. Rich Birch — Yeah, yeah. Who’s next? Yeah, that’s good.Shayla McCormick — And that is just a continual pipeline of people and it’s teaching them to see other people and develop people. And they know that when I come to this meeting with my leader, I need to be telling them what I did, who I’m investing in, you know, what that looks like. So that there’s like a pipeline of leadership.Shayla McCormick — And I even, like with with my own assistant, I’ll say this, she’s like, Shayla, how do I do that? It’s like I’m, she’s right, a doer, you know, she’s my assistant. But I said, honestly, the the way that there’s so much that you can give away, you can build volunteer teams to execute gift baskets when a, you know… Rich Birch — Yep. Shayla McCormick — Like there are things that we just have to teach people to start giving away… Rich Birch — Right. Shayla McCormick — …and equipping other people to do.Rich Birch — Yeah, that’s so good.Shayla McCormick — And I think it’s why I don’t I don’t use like being a large church with a small staff as like a bragging thing because I I don’t think that that’s necessarily healthy long term.Rich Birch — Yes. Shayla McCormick — But I think that it’s very strategic in how we have built a volunteer culture that is very high capacity and shows up and gets it done because we simply just haven’t said no… Rich Birch — Yep. Shayla McCormick — …and we’ve always looked for somebody else to come up underneath us.Rich Birch — Yeah, that’s good. I know for for me in seasons when I led in fast-growing churches… Shayla McCormick — Yeah. Rich Birch — …churches that were deemed as some of the fastest growing churches in the country, I would say to my… Now, I sat in a different seat than you were because I was never like a founding team member. Well, that’s not actually not true. That’s not actually not true. I was in one church. But but I always tried to hold my role with open hands, even with my team. Shayla McCormick — Yes. Rich Birch — I would say, listen, the the people that I don’t I don’t want to get in the way of the mission, the mission is bigger than my job and my role.Shayla McCormick — Yes.Rich Birch — And there might come a season when the ministry will outpace me and I need to be willing to step aside.Shayla McCormick — Yep. Yes.Rich Birch — And that whenever I said that, there was always like, it freaked people out a little bit. They were like, oh my goodness, what are you saying? What are you saying? But I do think that those people that got us here may not necessarily be those people that will get us there. I’d love to hear your thoughts on that. And and this does not apply to any of the 25 people currently employed at Coastal Church, but help us understand…Shayla McCormick — Hey, we’ve had this conversation with all of them, so it could apply to them.Rich Birch — Oh good. Okay. Okay, good. I Okay, good. I didn’t want to you know have people listen to it at your church and be like, oh my goodness. But help me understand how you think about that as a leader, because I think that’s a real dynamic in this area.Shayla McCormick — Yeah, there’s there’s two two things, two almost analogies that that I’ll give you. One was when we were a smaller church, we were a growing church, we were a church plant, and somebody gave us some some great advice. And they said, listen, the people you start with are not going to be the people you finish with, and that’s not a bad thing. That that happens. Rich Birch — Yep.Shayla McCormick — And they said, when you are building something, there’s a phase of that building that requires scaffolding. Rich Birch — Yep. Shayla McCormick — And scaffolding serves a purpose in that season to build the structure and the walls and and all of the things, but there is a point where that scaffolding has to come down… Rich Birch — Yeah. Shayla McCormick — …in order for you to utilize that building or that space effectively. Rich Birch — Yep. Shayla McCormick — And I think sometimes that’s people in a way. Like they serve a purpose for a season, but it’s not like, it’s not like oh, now they can’t serve in any capacity or any way. It’s just that the role that they played for that season was very important. But it looks different in the next season. And we have to be okay with that if we want to continue to grow.Shayla McCormick — As we’ve grown, there was actually people probably know the name Charlotte Gambill. Charlotte Gambill has invested a lot in our team and in in our church. And she came in and did a ah session with us. And one of the things that she talked with us about is like, if you think about a a vehicle, right? And that vehicle is there to get you to the destination of where you’re going. And that vehicle has tires. And those tires have to be rotated.Rich Birch — Right, oh, that’s good.Shayla McCormick — And as a team member, you are like a tire. And what you are doing is getting that vehicle to the proper destination. But if you don’t allow yourself to be rotated, then there’s going to be a problem in getting that vehicle to the location. Rich Birch — That’s good.Shayla McCormick — And so language that we use is this is mission over position. Rich Birch — Oh, that’s good.Shayla McCormick — And your position may change. Your position may rotate. But this is not about your position, this is about your mission. And if you’re not here because of the mission, then you’re gonna be fixated on your position.Shayla McCormick — And so our team knows that. We we talk about that very frequently, like, hey, remember this is mission over position. And we’re gonna we’re gonna rotate the tire today.Rich Birch — Yep.Shayla McCormick — But this is because this is for the mission, not because of your position. Rich Birch — Yeah.Shayla McCormick — And so we just consistently have those conversations. And if we if we don’t rotate those things, And if there’s something that’s worn out and we don’t change it, it’s going to affect the mission of where that organization is going.Rich Birch — Yeah, it’s so true.Shayla McCormick — Yeah.Rich Birch — That’s good. That’s, that’s worth the price of admission right there. I think, you know, I think so many of us, um you know, people who are listening in their church leaders, they love people. They want to see them take steps towards Jesus. And, you know, we hold onto people too long or we, or we, you know, we always believe the best. We’re like, no, they’re going to get there. They’re going to get there.Rich Birch — But what would you say to a leader? You know, Give us some courage to say, hey, maybe there’s a team member we need to rotate, either find a different seat on the bus, or it might be we we need to move them off this year. Like we need to get them on a performance improvement plan and do the like, hey, you’re not leaving today, but it’s like, this has got a change. You’ve got a shift from being a doer to being an equipper. And we’re going to work on this for the next three months. But we need to see, we actually actually need to see progress on this. Give us some courage to do that. Talk us through that. If that’s the if that’s the leader that’s listening in today.Shayla McCormick — I mean, I think first of all, if you’re sensing that and you’re feeling that, you need to start having some very honest conversations. I think Proverbs is very clear when it says, bind mercy and truth around your neck. Like, we can have those truthful conversations while still being merciful. And, you know, if if you’re not clear with people, then there’s just, then there’s there’s going to be hurt, there’s going to be bitterness, there’s going to be all of those things. And so if you can just even start the conversation, if you’ve been frustrated for a long time but you haven’t said anything, honestly, it’s your fault. Rich Birch — Right. Yes. Shayla McCormick — Because you’ve allowed it for so long. Rich Birch — Right. Shayla McCormick — And now that’s that’s you’ve allowed behavior to continue. So the first step I think is just giving yourself freedom to have a mercy and truth conversation, right? Of just going, hey, like I know your your heart is here I know you have vision for this organization, but there’s just some things that need to adjust. Rich Birch — Right.Shayla McCormick — And so we’re going to bring some clarity to those things that need to adjust.Rich Birch — That’s good.Shayla McCormick — And you have those conversations and then, hey, let’s check in a month from now and just here’s some action steps for you to do. And it just gives framework for like, okay, now if they’re not doing those things, you’re just like, you know, hey, do you, we asked the question, do you get it? Do you want it? And do you have the capacity to do it? Rich Birch — That’s good.Shayla McCormick — If they have, if they get it and they want it, but they don’t have the capacity, they have to change their seat, you know.Rich Birch — Yeah, that’s good.Shayla McCormick — And so for me, I think it’s really starting off with the clarifying conversation… Rich Birch — Yeah. Shayla McCormick — …if you haven’t had that. Rich Birch — Yeah, that’s good. Shayla McCormick — And in that clarifying conversation leads to either an off-ramp or an adjustment of seat.Rich Birch — Yeah. Yeah, that’s so good. I know that there are people who are listening in who that you know, like, hey, I’ve got to make a change. I have this staff member, team member that’s got to make a change. We can’t do this for another year. And even that idea of sitting down, having a you know, a truthful, but merciful conversation and doing exactly what Shayla said there. Let’s have the conversation and then document it. Shayla McCormick — Yes.Rich Birch — Here’s exactly what we talked about. Here are the three or four things that we need to see progress in the next month on. And we love you dearly, but in a month, we’re going to come back and actually ask you on that. My experience has been when you have that…Shayla McCormick — And even…Rich Birch — Yeah, go ahead.Shayla McCormick — …even asking at the end of that, like, hey, do you have any questions? Or even repeat back to me what you heard… Rich Birch — Right. Shayla McCormick — …because I want to understand how you’re receiving the information that I just gave you, because it can help you even go a little bit deeper in shaping that.Rich Birch — Clarify it. Yeah, that’s so good. Well, this has been a great conversation. Question that’s not really, it’s just kind of a broader question… Shayla McCormick — OK. Rich Birch — …about this coming year. What are the what are the questions that are kicking around in your head for this year as you look to 2026 as we come to kind of close today’s episode? What are you thinking about? Might be around this. It might be around other stuff. What are you thinking about this year?Shayla McCormick — Ooh, I was actually talking to my husband about this. We’re getting ready to go into a leadership team meeting, and the thing that’s just been sitting in my head, and this is so probably counterintuitive to large church, but it’s how can I grow smaller?Rich Birch — That’s good.Shayla McCormick — And so I’m just trying to think how can we be more intentional as we grow to make a large church feel small? And then I’m also thinking, are we building a church that can grow without us? So how, you know, is it only because of us that things are happening? Or how are we, again, ah equipping people that if we weren’t here, it would continue on? Rich Birch — I love that.Shayla McCormick — So how do I grow smaller? And would this survive without us?Rich Birch — Wow, those are two super profound questions. And they are so totally related to what we’re talking about today. Both of those, you’re only going to get to it feeling smaller. You know, that is that is the great irony of a growing church. I’ve said that to many. I didn’t I wasn’t as eloquent as you were there, but one of the, the interesting kind of tensions is when you become a church of 5,000, 10,000, 15,000, you get around those circles. Those churches are asking the, how do we be more intimate? How do we, um you know, we, okay. So we figured out how to gather crowds and, but how do we go beyond that? Right. How do we, how do we now, you know, really drive into deeper, more intimate conversations? I love that. And yes.Shayla McCormick — Systems just complicate things. Rich Birch — Yes. Shayla McCormick — So it’s like, how do you how do you simplify? I really appreciate you, appreciate your leadership and all that you’re doing and how you helped us today. And if people want to track with you or with the church, where do we want to send them online?Shayla McCormick — Yeah, they can follow our church on Instagram. It’s at Coastal Church or visit our website, coastalcommunity.tv. I’m not super active on Instagram, but you can follow me if you want to @shaylamccormick.Rich Birch — That’s great. Shayla, I really appreciate you being here today. And thanks so much for helping us out as we kick off 2026.Shayla McCormick — Of course. Thanks so much, Rich.

Jim Cole, a retired Supervisory Special Agent with Homeland Security Investigations (HSI) and global expert on child exploitation and victim identification, sits down to reveal the untold truth about fighting child predators and digital crime. With nearly 35 years in law enforcement, Jim led major initiatives including founding the HSI Victim Identification Program, co-founding Project VIC to help identify and rescue thousands of children worldwide, and serving as Chair of the INTERPOL Specialists Group on Crimes Against Children. He now serves as Chief of Law Enforcement Enterprise & Technology at Operation Light Shine and partners with law enforcement, technology providers, and nonprofits to innovate how child exploitation investigations are handled. In this heart-breaking conversation with Ian Bick, Jim shares inside stories from real cases, the mental and emotional toll of this work, and why putting victims first changes everything in the fight against online predators. _____________________________________________ #TrueCrime #CrimeStories #UndercoverWork #LawEnforcement #CriminalInvestigation #DarkSideOfTheJob #RealLifeStories #FormerAgent _____________________________________________ Thank you to GOLD DROP SELTZERS for sponsoring this episode: Head to https://www.thedryoak.com/ and use promo code LOCKEDIN at checkout for 10% off your order. _____________________________________________ Connect with Jim Cole: http://www.operationlightshine.org _____________________________________________ Hosted, Executive Produced & Edited By Ian Bick: https://www.instagram.com/ian_bick/?hl=en https://ianbick.com/ _____________________________________________ Shop Locked In Merch: http://www.ianbick.com/shop _____________________________________________ Timestamps: 00:00 The Emotional Toll of Law Enforcement Work 01:10 Meet Jim Cole: Career in Law Enforcement 03:39 Childhood, Family, Military Service, and Values 10:57 Becoming a Police Officer and Early Training 16:13 Patrol Work, Street Policing, and Daily Challenges 20:07 Joining the Detective Division 23:48 Crime on Tribal Lands, Limited Resources, and Jurisdiction 28:34 Narcotics Investigations, Task Forces, and Drug Crimes 34:37 Shocking Violent Crimes and Career-Defining Cases 41:08 Federal Partnerships and Complex Investigations 46:27 Technology, the Private Sector, and a Shift in Perspective 50:33 Transitioning to Federal Law Enforcement 54:00 First Child Exploitation Investigations 59:29 Victim-Centered Cases and a Turning Point in His Career 01:04:43 Understanding Offenders and the Scope of Child Exploitation 01:10:53 Child Exploitation Statistics, Tips, and Resource Gaps 01:15:47 Law Enforcement Funding, Staffing, and Hard Realities 01:23:17 Types of Offenders, Grooming Tactics, and Warning Signs 01:29:02 Human Trafficking: Myths vs. Reality 01:35:06 Casework, Prevention, and the Role of Parents 01:40:13 Female Offenders and Rare but Shocking Cases 01:46:09 Mental Health, Burnout, and the Toughest Investigations 01:53:10 Retirement, Advocacy, and Final Reflections Learn more about your ad choices. Visit megaphone.fm/adchoices

On this edition of the America's Work Force Union Podcast, we tackle two critical fronts of the labor movement in 2026: the life-and-death stakes of public healthcare staffing in California and a high-level analysis of national economic and political instability. Segment 1: Solano County's Mental Health "Emergency" Solano County's behavioral health workforce isn't warning of a future risk—they are describing a present-tense catastrophe. Sarah Soroken, a licensed marriage and family therapist and SEIU Local 1021 member, joins the podcast to discuss why 2,000 county workers recently walked out on a two-day strike. The Vacancy Gap: With 200 open positions in Health and Social Services, remaining staff are facing "moral injury" and burnout while patients face dangerous waitlists. The Human Cost: Why union-driven staffing demands are a public health issue in a county that ranks 15th out of 58 in California suicide rates. Budgetary Myths: A look at union "deep dives" into county finances that challenge claims of a financial crisis. Segment 2: Union Rights at a Breaking Point Retired International President of the Machinists Union (IAMAW), Tom Buffenbarger, provides a sobering diagnosis of a country he says has slipped into a 1960s-style crisis—only worse. The Investigation Gap: Buffenbarger explains why he trusts state leadership, such as Minnesota AG Keith Ellison, over federal investigators following recent tragedies in Minneapolis. The Tariff Price Tag: How trade brinkmanship with Canada is hitting the grocery store (milk, eggs, cereal) and industrial supply chains of working families in the U.S. Organizing the Future: Why the Young Workers March on Washington (Feb. 7) represents a "bright spot" for a generation looking for stability through union rights. Resources & Next Steps Join the Movement: Visit goiam.org for details on the Young Workers March. Follow the Fight: See more SEIU 1021 and IAMAW stories on the America's Work Force Union Podcast.

"In 2026, safety isn't a talking point—it's a function of staffing, oversight, and enforceable rules."

The union representing the folks who produce newscasts for local TV are asking for support from the community in their effort to raise pay, improve working conditions, and protect local journalism. KCSB's Ray Briare brings us the story.

Staffing entrepreneur Bill Kasko joins me to unpack what it actually takes to survive—and adapt—through decades of economic shocks, technology shifts, and human volatility.Most business stories compress time and smooth the edges. This one doesn't. Bill and I walk through his 21-year journey building Frontline Source Group across recessions, oil crashes, collapsing hiring markets, pandemic shutdowns, and now AI-driven disruption. From the early days of gratitude-driven work to the bitterness of 2008, from physical offices and gas-price friction to video interviews and remote work, this episode traces how survival depends less on foresight—and more on the ability to pivot without losing your core.We talk about why “vision” is overrated without execution, how every crisis quietly trains you for the next one, and why technological change today moves in minutes—not years. Bill shares hard-earned lessons on empathy, honesty, and when to say no, even when it costs money. The thread running through it all: businesses don't fail because things change—they fail because leaders refuse to adapt fast enough.This isn't a growth story. It's a durability story.TL;DR* You only truly “start over” once—experience compounds even after failure* Gratitude fades; resilience must replace validation* Technology shifts now happen in minutes, not years* Vision is easy—execution from where you are is the real work* Low adaptability, not bad luck, kills businesses* Remote work, automation, and AI reward speed—not certainty* Empathy scales better than ego in volatile systemsMemorable Lines* “Vision is easy—getting from here to there is what nobody talks about.”* “Every crisis trains you for the next one, whether you want it to or not.”* “Technology didn't kill businesses—refusal to adapt did.”* “You don't start over empty-handed; you start over with scar tissue.”* “AI can answer questions—but it can't replace empathy.”GuestBill Kasko — Founder & CEO, Frontline Source Group Staffing and executive search entrepreneur with over two decades navigating recessions, workforce revolutions, and technological disruption.Why This MattersThe modern business environment doesn't offer long plateaus—it delivers repeated shocks. Recessions, pandemics, automation, and shifting labor power structures are no longer anomalies; they're the operating system.For founders, operators, and executives rebuilding after disruption, this episode reframes survival not as toughness—but as adaptability with integrity. The future doesn't belong to the most confident leaders. It belongs to those who can absorb impact, adjust quickly, and keep the human core intact while everything else changes.Reinvention isn't optional anymore. It's the job. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.dougutberg.com

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Shelby Williams.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Shelby Williams.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Shelby Williams.

Host Dr. Jay Sridhar is joined by Drs. Naomi Gutkind and Ekjyot (Joey) Gill to discuss staffing ophthalmology residents in surgical training. The early-career faculty share insights on tailoring instruction to resident skill level, delivering feedback at the right moment, and handling complications with empathy.  For all episodes or to claim CME credit for selected episodes, visit www.aao.org/podcasts.

Pool Pros text questions hereIn this episode of Mondays Down Under on the Talking Pools podcast, host Lee, along with Shane from Pukka Pools and industry veteran Peter Legaz, delve into the intricacies of transitioning from service-based businesses to retail in the pool industry. They share personal anecdotes about their journeys, highlighting the natural progression many businesses experience as they expand their service offerings. Lee recounts her unexpected entry into the pool industry, initially starting as a mobile service provider before successfully branching into retail. The discussion emphasizes the importance of understanding customer needs, building strong supplier relationships, and managing data effectively to ensure a smooth transition and sustainable growth.The conversation also touches on the evolving landscape of the pool industry, with insights into how businesses can adapt to changing market demands. The trio discusses the significance of data management, the challenges of staffing, and the potential for growth through diversification. They encourage listeners to view the pool and spa industry as a long-term career path, filled with opportunities for professional development and innovation. Overall, the episode serves as a valuable resource for those looking to navigate the complexities of business transitions within the pool sector.Keywordspool industry, business transition, retail, service business, data management, customer needs, staffing challenges, career opportunities, pool maintenance, entrepreneurshipTakeaways"Moving from a service business to retail is a natural progression.""Data is the most valuable part of your business.""You should feel comfortable asking for the right advice.""The pool and spa industry is a long-term career, not just a short-term job.""It's important to have the right systems in place to avoid theft and mismanagement.""Building strong relationships with suppliers can help your business thrive.""Many pool builders are starting maintenance companies to capture recurring revenue.""The job of a service technician is multifaceted and often undervalued.""Good service is what customers want, not just the lowest price.""You need to sell the industry as a career to attract new talent."Sound bites"Moving from a service business to retail is a natural progression.""Data is the most valuable part of your business.""The pool and spa industry is a long-term career, not just a short-term job."Chapters00:00 Introduction to the Podcast and Guests01:02 Transitioning from Service to Retail03:28 Personal Journeys in the Pool Industry05:42 The Importance of Data Management10:49 Challenges in Staffing and Business Operations18:53 The Evolving Landscape of Pool Maintenance26:07 The Multi BufferZoneBufferZone has been created by a frustrated pool maintenance companyThe Pool Shop Coachan online store offering industry-specific business mentoring, coaching, and training programs Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showThank you so much for listening! You can find us on social media: Facebook Instagram Tik Tok Email us: talkingpools@gmail.com