Podcasts about Staffing

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.

On a cold January day in South Carolina, Jamie and Matt Staub unpack why focus is one of the most underrated leadership skills—especially in healthcare, where everything can feel urgent. They break down how leaders decide what deserves attention, how to “push pause” on non-emergencies, and why coaching people through problems is often more effective than absorbing them. The conversation also explores decision fatigue, the difference between being busy and being focused, the role of habits (including insights from Atomic Habits), and how boundaries protect the work that actually moves the mission forward. Along the way, they normalize attention struggles, reframe “failure” as part of growth, and offer practical ways to stay aligned to goals without losing empathy or accessibility.

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

Pink Sheet Executive Editor Derrick Gingery, Senior Editor Sue Sutter, Managing Editor Bridget Silverman and Editor-in-Chief Nielsen Hobbs consider the US Food and Drug Administration's average speed of a novel drug application review in 2025 (:34), including the loss of so-called “fast approvals” (5:33) and how reviewers managed to ignore the distractions caused by the changes (7:35). They also consider whether the layoffs and other departures will impact the review system in 2026 (11:16). More On These Topics From The Pink Sheet Average Metrics In A Turbulent Year: US FDA's 2025 Median Review Times Match PDUFA Goals: https://insights.citeline.com/pink-sheet/pink-sheet-perspectives/average-metrics-in-a-turbulent-year-us-fdas-2025-median-review-times-match-pdufa-goals-FOEPKT27UFAHPDS36HKJFOHOQE/ It's About Time: US FDA's Review Speed For Novel Approvals In 2025: https://insights.citeline.com/pink-sheet/pink-sheet-perspectives/its-about-time-us-fdas-review-speed-for-novel-approvals-in-2025-6LMDCANRRZGWTIDSRKFVXCJRPY/ US FDA's 2025 Staffing Turmoil Will Create 2026 Application Review Challenges: https://insights.citeline.com/pink-sheet/agency-leadership/us-fda/us-fdas-2025-staffing-turmoil-will-create-2026-application-review-challenges-AJIE7WRQ2ZFS7IOR5PA3OWFE2M/

En este episodio hablamos de cómo planear el crecimiento de tu empresa para evitar uno de los errores más comunes y costosos: el over staffing, es decir, contratar personal de más sin una estrategia clara. Un problema que afecta la rentabilidad, el flujo y la salud del negocio. Descubrirás cómo crecer con orden, alineando estructura, procesos y finanzas, para que tu empresa se expanda de forma sostenible, sin cargarla de costos innecesarios ni perder el control. Agenda ahora mismo y toma acción inmediata en el crecimiento de tu empresa! Esta evaluación te hará saber si eres candidato para nuestra membresía, la cual te ayudara a implementar todas nuestras herramientas probadas en tiempo record de la mano de un coach certificado.   Si tienes más de 10 colaboradores en tu empresa...¡Aprovecha esta extraordinaria oportunidad! AGENDA AQUÍ   Descarga GRATIS en nuestra página web el libro "Estimado Emprendedor", una guía empresarial y espiritual / alta consciencia para lograr ser un emprendedor dueño de pequeña y mediana empresa exitoso y pleno: https://helpimentoring.com/ Si te está gustando el podcast te pido tu apoyo para suscribirte y dejar un buen review de (5 estrellitas), servirían mucho para que más emprendedores dueños de pequeñas/medianas empresas como tú puedan tener acceso.   Sígueme en redes sociales para que me hagas tus comentarios sobre los episodios ¿qué te gustó?, ¿qué no te gustó?, ¿qué te llamó la atención?, para seguir ayudándote y seguir mejorando el podcast.   INSTAGRAM: https://www.instagram.com/helpimentoring.com FACEBOOK: https://www.facebook.com/helpimentoring    Aprovecha toda la ayuda que podemos darte en helpi Mentoring: 1. Con nuestros Master Class virtuales gratis. Por este medio y en Facebook podrás enterarte de los temas, días y horas. Hacemos 4 Master Class al mes. 2. Con nuestros Facebook Live gratis de Lunes a Jueves. https://www.facebook.com/helpimentoring 3. Con nuestro blog que publicamos en nuestra página de Internet: https://helpimentoring.com/blog/    En todos los formatos mencionados anteriormente compartimos herramientas exclusivas de nuestro programa que incluye muchas de las mejores herramientas y metodologías especializadas en pequeñas/medianas empresas a nivel mundial como EMyth (de Michael E. Gerber), Pumpkin Plan (de Mike Michalowicz), Profit First de Mike Michalowicz), Duct Tape Marketing (de Jhon Hantsch), etc. de diferentes áreas (operaciones, finanzas, Capital Humano, Marketing, Ventas, etc.).   Mantente positivo y busca ayuda.

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.

AAPL President Kyle Reynolds sheds light on the landman compensation crisis that's threatening the industry's future. While attorney salaries jumped 76% since 2000, field landmen still earn the same $400-500 day rates they have for the past 25 years. That puts them below the living wage in most markets. Reynolds shares AAPL's strategic plan to address the talent shortage before 40-50% of field landmen retire, plus insights on recruiting across oil, gas, and renewables.What You'll LearnWhy field landman day rates haven't increased since 2000, despite doubled costsThe real numbers behind the landman talent shortage and aging workforceHow AAPL is tackling compensation conversations without price-fixingWhy field experience matters more than ever for career advancementSmart strategies for justifying higher contractor rates to operatorsTime Stamps00:42 - Episode & Guest Intro00:54 - Kyle's Journey as AAPL President02:15 - The Evolving Role of Landmen02:45 - Impact of Media and Education on Landmen04:31 - Recruitment and Training Challenges07:44 - Field vs. In-House Landmen11:37 - The Importance of Mentorship17:51 - Economic Realities and Compensation26:46 - The Future of Landmen and Technology35:11 - Understanding Brokerage Fees and Costs36:10 - The Importance of Skilled Labor in Drilling Projects37:54 - The Value of Investing in Quality Landmen38:49 - Challenges and Strategies in Land Management47:18 - The Debate on Licensing for Landmen51:35 - Innovative Approaches to Land ManagementSnippets from the Episode"Field landman day rates have been pretty stagnant, $400 to $500 a day in 2000, and that's still what they're making today. In 2000, a field landman made more than the average attorney. Fast forward 25 years, attorneys are up 50-something percent versus five." - Kyle Reynolds"If you just look at inflation, $400 in 2000 is $770 today. You took what was a really high-paying job and now you're scraping." - Kyle Reynolds"Texas is the only place that our field landmen are making money above the living wage standard. You could make more money working at Buc-ee's than doing this work on an hourly basis." - Kyle Reynolds"The forward face of your company is not your VP of land, it's the landman who actually took the lease and said, 'We're going to take care of you, Mr. Jones.'" - Kyle Reynolds"About 40-50% of our members are nearing retirement age. Most of those are the ones out in the field, brokers, independent landmen. That's where there really is this age gap." - Kyle ReynoldsKey TakeawaysField landmen earn below living wage in most US marketsDay rates flat since 2000 while attorney pay increased 76%40-50% of field landmen approaching retirement creates talent crisisCOPAS billing rates up 350% while landman rates stayed flatField experience essential for in-house career advancementTechnology requires mentorship can't replace human expertiseQuality contractors justify premium rates through measurable resultsHelp 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 Our GuestKyle Reynolds - President - American Association of Professional LandmenConnect with Kyle on LinkedinMore from Our HostsConnect with ⁠⁠⁠Brent⁠⁠⁠ on LinkedInConnect with ⁠⁠⁠Khalil⁠⁠⁠ on LinkedIn

The All Local for Tuesday, January 20th

Send us a textJanuary has a very specific way of messing with people-pleasing perfectionists.We start the year with big intentions—this will be the year we exercise, sleep, get our notes done, take better care of ourselves. And then… reality hits. Clinic runs late. Staffing falls apart. The inbox explodes.And somehow, we decide we are the problem.In this episode, I want you to hear this clearly: you are not failing. You're just missing one skill—and it's a skill you can absolutely learn.Today, we talk about the one practice that quietly changes everything: learning to delight yourself, and tolerating the discomfort that comes with not meeting everyone else's needs.We break this down in a very physician-appropriate way (yes, there's a 2×2 matrix), and we name the trap so many of us are stuck in: delighting everyone else while constantly disappointing ourselves.In this episode, we explore:Why people-pleasing perfectionists feel ambushed every JanuaryHow medical training wires us for struggle, sacrifice, and self-criticismThe hidden cost of constantly trying to undo other people's disappointmentThe 2×2 “delight vs. disappoint” matrix—and where physicians get stuckWhy delighting yourself feels like disappointing others (even when it isn't)How practicing delight expands your bandwidth, generosity, and effectivenessSimple, everyday ways to practice savoring—not scrollingWhy leaving a job or changing circumstances isn't enough without this skillThis is not about indulgence.It's not about checking out or caring less.It's about learning to take care of yourself without abandoning the people you care about—and without abandoning yourself.Your invitation this week:Choose five small sources of delight already in your life.Notice them. Savor them. Practice letting them count.That's the skill.And it changes far more than you think. Support the showTo learn more about my coaching practice and group offerings, head over to www.healthierforgood.com. I help Physicians and Allied Health Professional women to let go of toxic perfectionist and people-pleasing habits that leave them frustrated and exhausted. If you are ready to learn skills that help you set boundaries and prioritize yourself, without becoming a cynical a-hole, come work with me.Want to contact me directly?Email: megan@healthierforgood.comFollow me on Instagram!@MeganMeloMD

Amanda Moore is a freelance journalist covering the far right. We discuss her year undercover in the Alt-Right and her continued work exposing Nazis. Moore’s work has centered on far-right influencer Nick Fuentes’s misogyny and neo-Nazi rhetoric. Most recently, she’s monitoring the J6 insurrectionists and the continued appeal of those who’s convictions were commuted and […]

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

In this episode of Take the Stage, presented by Haley Marketing, Brad Bialy sits down with Noah Yosif to break down what staffing leaders must understand about today's labor market and how economic uncertainty, AI, immigration, and policy shifts are reshaping opportunity for firms willing to adapt. About the Guest Noah Yosif is Chief Economist and Head of Research at the American Staffing Association, where he leads economic and policy research supporting staffing firms nationwide. A frequent voice in major financial media, Noah helps the industry translate complex economic signals into practical insight. Key Takeaways The labor market rewards preparation, not prediction. Uncertainty exposes who truly understands their niche. Staffing's real superpower is insight, not inventory. AI changes tasks faster than it changes demand. Waiting for recovery is not a growth strategy. Timestamps [00:59] – Why orders are harder to win today [03:35] – When staffing demand still exists [06:15] – Blue-collar work's unexpected comeback [08:56] – Staffing's real competitive advantage [11:38] – Immigration's hidden labor impact [13:36] – Do we have enough workers long-term? [16:29] – The four forces shaping hiring decisions [18:25] – What lower rates mean for staffing [19:24] – Why “wait and see” is a mistake [22:33] – New revenue models changing staffing [25:54] – The smartest 2026 focus for owners [30:32] – Early signs of a staffing recovery 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 Take the Stage is presented by Haley Marketing. The old way of selling staffing is dead. Let's fix it – with smarter strategies and HUGE DISCOUNTS on modern lead gen tools: https://bit.ly/Bialy20 Book a 30-minute business and marketing consultation with host, Brad Bialy: https://bit.ly/Bialy30

Program notes:0:38 Childhood vaccinations nationally1:30 Across 45 states and DC2:34 Level of vaccine protection3:34 Professional societies stepping in3:51 Skilled nursing facilities 4:51 Estimated operating capacity5:51 Backups into hospitals6:51 Staffing not returned to pre-pandemic levels7:35 Prescribing patterns of CNS active meds in older adults8:36 Several classes of medication examined9:36 Last line medications9:50 Mifepristone regulation historically10:50 Consistent findings on safety11:50 FDA looking at REMS12:50 End

Vanessa Frake spent decades inside Britain's prison system - from Holloway to Wormwood Scrubs - and rose to become a prison governor. In this conversation, she describes what she says changed inside UK prisons as Islam grew, why prison authorities sometimes separate high-profile inmates like Tommy Robinson, and what it's like trying to keep order when numbers, staff, and politics collide. SPONSORS: Earn up to 4 per cent on gold, paid in gold: https://www.monetary-metals.com/heretics/  Use my code Andrew25 on MyHeritage: https://bit.ly/AndrewGoldDNA  Grab your free seat to the 2-Day AI Mastermind: https://link.outskill.com/GOLDNOV4  Start fresh at tryfum.com/products/zero-crisp-mint . Over 500,000 people have already made the switch — no nicotine, no vapor, no batteries. Just flavor, fidget, and a fresh start. Get up to 45% off Ekster with my code ANDREWGOLDHERETICS: https://partner.ekster.com/andrewgoldheretics  Plaud links! Official Website: Uk: https://bit.ly/3K7jDGm US: https://bit.ly/4a0tUie  Amazon: https://amzn.to/4hQVyAm Get an automatic 20% discount at checkout until December 1st. Cut your wireless bill to 15 bucks a month at https://mintmobile.com/heretics  We also talk about foreign national prisoners, deportation delays, staffing cuts, and why recruitment standards have fallen. Vanessa explains how prisoners manipulate officers, why female officer scandals keep hitting headlines, and how prisons handle complaints and “minefield” issues like religion, gender, and trans prisoners. Vanessa's book is The Governor. Use code ANDREWGOLD20 for 20% off your first month at Heights: http://heights.com/andrewgold Topics covered Islam in British prisons and Wormwood Scrubs Tommy Robinson and separation in prison Terrorism cases, safety, and control Foreign national prisoners and deportation backlog Staffing crisis, recruitment, and prison standards Corruption, coercion, and media narratives Rehabilitation and what the public gets wrong about prison If you enjoyed this, follow Heretics and share the episode. Join the 30k heretics on my mailing list: https://andrewgoldheretics.com  Check out my new documentary channel: https://youtube.com/@andrewgoldinvestigates  Andrew on X: https://twitter.com/andrewgold_ok   Insta: https://www.instagram.com/andrewgold_ok Heretics YouTube channel: https://www.youtube.com/@andrewgoldheretics Learn more about your ad choices. Visit megaphone.fm/adchoices

North Carolina Department of Public Safety Deputy Secretary William “Billy” Lassiter explains how the Division of Juvenile Justice and Delinquency Prevention serves youth through court counseling, community programs, detention centers, and youth development facilities, while addressing complex needs such as mental health and educational deficits. He details urgent challenges — roughly 40% facility vacancy rates, rising youth involvement with firearms, reliance on lapsed salary funds for staffing and safety campaigns, and the need for consistent funding to keep youth safe and on track to rejoin their communities.

How this company is solving one of the sector's most persistent challenges: efficiently connecting preschools with high-quality, specialized talent.Paul Buckley is the Founder and Managing Owner of Ratio Staffing, a groundbreaking platform reshaping how preschools connect with substitute teachers, enrichment educators, and speech pathologists. A former preschool teacher with nearly 20 years of hands-on experience, Paul's mission is deeply personal: to help children thrive by supporting the educators who shape their early years.Before founding Ratio Staffing, Paul spent nearly a decade in biotech manufacturing leadership, where he trained global teams, revised over 300 SOPs, and earned a Six Sigma Green Belt. Today, he fuses that systems expertise with his passion for education to create a platform that offers true flexibility, transparency, and community impact.Ratio Staffing removes the predatory norms of traditional staffing agencies, allowing schools to choose their teachers and educators to negotiate fair rates. Paul's vision is simple yet powerful: better classrooms, better care, and a better future—for everyone involved.CONTACT DETAILS:Email: bookings@empathyfirm.com Business: Ratio StaffingWebsite: https://ratiostaffing.com/ Social Media:LinkedIN - https://www.linkedin.com/in/paul-buckley-ratio Instagram - https://www.linkedin.com/in/paul-buckley-ratio Remember to SUBSCRIBE so you don't miss "Information That You Can Use." Share Just Minding My Business with your family, friends, and colleagues. Engage with us by leaving a review or comment on my Google Business Page. https://g.page/r/CVKSq-IsFaY9EBM/review Your support keeps this podcast going and growing.Visit Just Minding My Business Media™ LLC at https://jmmbmediallc.com/ to learn how we can help you get more visibility on your products and services.

In this episode, Tony Roumph, Managing Director of Argonaut Hotel in San Francisco, shares a practical look at how his team balances timeless hospitality with modern operational realities. This episode includes a case study on how AI and workflow automation reduced front desk call volume by 80 percent, freeing teams to focus on the people in front of them.Technologies Tony mentions:EHVA AIAlice by Actabl Also see: "He Gave Me the Opportunity to Fail, and That Changed Everything" - Tony Roumph, Argonaut HotelWhy Mentorship Beats Micromanagement in Hotels - Tony Roumph, Argonaut HotelBetter Together: How We Aligned Hotel Operations, Staffing & Financial Performance with Actabl - Steven Marais, Noble House Hotels & Resorts 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

Welcome to a special edition of The All About Nothing: Podcast Kinda Daily Show. Hosts Barrett Gruber and Bill Kimler recap a busy weekend and tackle the critical issues facing the community and the country.In this episode, the guys break down the recent political forum for South Carolina's Education Superintendent candidates and address the deepening healthcare crisis, specifically advocating for safe staffing ratios and protections for nurses.The conversation shifts to a serious look at immigration policies and ICE enforcement, questioning the current political rhetoric surrounding national protests and comparing global responses to civil unrest. From the peaceful monks' pilgrimage to the tragic consequences of limited healthcare access, Barrett and Bill navigate "the dumbest timeline" with their signature mix of insight and humor.Key Topics: #SCPolitics #EducationSuperintendent #ImmigrationPolicy #ICE #HealthcareReform #NursingStaffing #MonksPilgrimage #PublicHealth #NationalProtestsMake sure to check out the Greenwood County Democratic Party Forum between candidates Lisa Ellis and Sylvia Wright for South Carolina Superintendent of Education from January 10th, 2026.Greenwood County Democratic Party | Resolved now more than ever.Barrett Gruber | LinktreeBill Kimler | LinktreeThe All About Nothing: Podcast | LinktreeBlack White Blue in the South | Instagram, Facebook | LinktreeClick here for Episode Show Notes!As always, "The All About Nothing: Podcast" is owned and distributed by BIG Media LLC!Check out our network of fantastic podcasts!Click Here to see available advertising packages!Click Here for information on the "Fair Use Copyright Notice" for this podcast.Mentioned in this episode:BIG Media Copyright 2026BIG Media LLCZJZ Designs - St Patrick's Day ShirtsZJZ Designs

In this episode of InSights, presented by Haley Marketing, Brad Bialy sits down with Brad Smith to unpack why selling staffing services is harder than ever—and how tightly integrated sales, marketing, and AI-driven buyer enablement are becoming the real competitive advantage heading into 2026. About the Guest Brad Smith is Chief Strategy Officer at Haley Marketing, bringing more than 20 years of experience helping staffing firms turn digital marketing, technology, and strategy into predictable growth. A Certified Inbound Marketing professional, Brad is a frequent industry speaker and contributor to leading staffing publications. Key Takeaways Selling got harder—but avoidance won't fix it. Activity beats hope when markets tighten. Buyer education now happens before sales conversations. Specialization creates leverage in crowded markets. AI amplifies systems—it doesn't replace them. Timestamps [01:10] – Why sales feels harder than ever [02:35] – The real reason leaders avoid quotas [04:45] – When inbound stopped being enough [05:10] – The shocking truth about 72 touches [07:00] – Why reps quit before momentum starts [09:15] – Turning marketing into sales leverage [10:45] – How buyers decide before calling you [12:40] – What buyer enablement actually includes [15:10] – A $1.1M lesson in control and scale [18:05] – Why marketing can't fix broken sales [21:00] – Focus beats doing everything for everyone [26:20] – How AI shifts from advantage to necessity 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. The old way of selling staffing is dead. Let's fix it – with smarter strategies and HUGE DISCOUNTS on modern lead gen tools:

When a new U.S. presidential administration is inaugurated, federal agencies experience changes in leadership and staff. Nicole Nason served as administrator of the Federal Highway Administration (FHWA) at the U.S. Department of Transportation during the first Trump Administration. She understands as well as anyone the challenges of pursuing policy priorities in transportation while navigating the often choppy waters of politics in Washington, D.C. Ms. Nason joins us today to discuss her passion for public safety inspired by her father, who was a motorcycle cop in New York State; reminisce with Allan about their time together as agency leaders in Washington; and urge others to pursue a life in public service. | View the United States Government Policy and Supporting Positions (Plum Book) mentioned in the episode

Hello everyone, and welcome back to Warehouse and Operations as a Career. I'm Marty and I thought we'd get to some more questions today, another Ask Me Anything episode. We had some really good ones come in, a couple of topics I've been wanting to get to myself. Let's start off with this one from Carol, a forklift operator in the distribution industry. Carol feels there's a trend developing where managers are expecting employees to do more than they were hired to. I hear this concern fairly often. When I was a counterbalance or sit-down lift operator, in a production facility, that's what I did the whole shift. Even when I was an operator at a distribution center I typically drove for, like maybe, 80% of my day. I'd have to stop and down stack a load every once and a while or maybe partially fill a pick location or make the occasional replenishment. But I drove the lift most of the time. That was a long time ago though. I think our light-industrial workplaces, warehouses, manufacturing plants, and distribution centers are different now and for a lot of reasons. Yes, people are being asked to wear more hats. There's more cross-training. More flexibility being demanded from us. More expectations to help outside of what used to be a very narrow job description. And for some folks, that creates frustration. You hear phrases like, that's not my job, that's not what I was hired to do, and that's not in my job description. But the truth is, those days are disappearing. And I want to spend a few minutes today talking about the why, and more importantly, why that's not a bad thing when we look at it the right way. Let's just be honest with ourselves. Light-industrial operations today are different than they were just 5 years ago. Volumes change daily now. Staffing levels fluctuate. Customer and client expectations are higher than ever. Same day and next day shipping isn't a luxury anymore, it's the standard. Operations can't stop just because one person is out or one department is short. We've learned that everything is connected. Inbound affects outbound. Picking affects loading. Forklift operations affect inventory accuracy. One weak link slows the entire chain down. For those reasons and a few others is where cross training comes in. Cross training isn't about making people work harder, it's about making operations more stable and consistent. It creates flexibility. It gives leaders options. And it keeps work moving when things don't go exactly as planned, which, and since we're being honest, happens a lot in our industry. Now let's talk about that phrase, That's not my job. I understand where it comes from. For a long time, jobs were very narrowly defined. You did one task, one function, and that was it. But that model doesn't work well anymore, not in our industry anyway.  When everyone stays locked into a single box, operations become, what's a good word here, challenging I'll say. One call off, one delay, one surge in volume, or orders, or trucks, and suddenly the whole shift is behind. Employers today are looking for team players. People who understand their main role, certainly, but who are also willing to help the operation succeed when needed. Now, that doesn't mean job descriptions don't matter. They do. But they've shifted from rigid rulebooks into broader descriptions.  And that shift is an opportunity. Here's something you know I strongly believe, learning more can never be a bad thing. When you learn another role, you gain perspective. When you gain perspective, you make better decisions. And when you make better decisions, you become more valuable. Remember how many times you've heard me say how important it is to learn the position before and after ours, where that case just came from and where it's going after we've touched it! A picker who understands receiving makes fewer mistakes. A forklift operator who understands outbound stages freight better. An associate who's helped with inventory control starts paying closer attention to accuracy. Cross training builds awareness, and awareness improves safety, quality, and productivity. That benefits the company, yes, but it also benefits us employees as well. From a career standpoint, wearing more than one hat, to use a recruiters phrase, is a plus. The more skills you have, the more valuable you become, not just to your present employer, but to the industry as a whole. When someone can share with a hiring agent or recruiter, I've worked inbound, outbound, this or that type of equipment, and inventory, that gets noticed. Those are the people who get tapped for lead roles. Those are the people who stay employable when things tighten up or change. Many supervisors, managers, and operations leaders didn't get there because they stayed in one lane forever. They got there because they were willing to learn one more process, help one more department, and take on one more responsibility. That's how careers are built in this industry. Now, let's be clear here though. This doesn't mean accepting unsafe work practices, and it doesn't mean skipping training. It doesn't mean being taken advantage of in any way. Employers have a responsibility here too. Cross training should be structured. It should be safe. Expectations should be clear. No one should be thrown into a role without proper instruction or support. When done right, cross training builds confidence instead of resentment. With that being said I'll take this opportunity to remind us all to never get on a piece of powered industrial equipment without being trained and certified to operate it. And that goes for production or manufacturing machines also. For us employees, I think mindset matters. If you see cross-training as punishment, it will feel like punishment. And if you see it as opportunity, it becomes one. Asking questions. Being curious. Showing interest in how the operation works as a whole, those things send a powerful message. They say I care about my job. I care about my team. I care about my future. I promise you that attitude gets noticed every single time. Our light-industrial world rewards adaptability. The people who keep learning stay relevant longer. The ones who refuse to grow often struggle when processes change or roles disappear. Wearing more than one hat prepares you for what's next, whether that's a lead position, a specialized role, or simply long-term job security. It builds confidence. It builds competence. And it builds careers. Next up is a question from, well, they didn't include their name, but the question was, how could I get or ask for a raise. Well, that's a fair question. And a little complicated question, especially in our light industrial, warehouse, and distribution environments. Ok, lets look at how pay works, what managers are actually looking for, and how you can put yourself in the best position when opportunities come up. First, we need to understand the business side. In most light industrial operations, wages are set by position. General labor could pay a certain range, Forklift operators will have a range, Inventory control, leads, supervisors, etc, all of our roles are budgeted for well in advance. Companies don't usually have the flexibility to give raises on the spot. Pay increases are planned during budget cycles, performance reviews, promotions, or when new responsibilities are added. Now that doesn't mean raises don't happen. It means they are earned, planned for, and justified. So instead of thinking, How do I ask for more money? I'd ask, how do I make myself worth more to the operation? How can I make my manager notice me? It’s important to know that managers notice patterns, not promises. The associates who get raises and promotions aren't usually the loudest. They're the most consistent. Here's what always got my attention. First was attendance. And we talk about this all the time. Showing up on time, every shift, matters more than almost anything else. In a productivity driven environment, reliability is everything. When a manager knows they can count on you, you're already ahead. Second is attitude. Of course this doesn't mean every day has to be perfect. But staying professional, avoiding constant negativity, and being that solution focused team member makes a difference. Positive employees strengthen teams, and managers notice that. Third, and here's that statement again, a willingness to learn and cross train. Again, Cross training is huge. Like we mentioned earlier, when you raise your hand to learn another role, another department, or another piece of equipment, you increase your value. You also make scheduling easier for your management team and that matters. And, Fourth would be ownership. Take responsibility for your work. Follow safety rules. Follow procedures. If you make a mistake, own it and fix it. That level of maturity builds trust and will get us noticed as well. Now lets talk about how to have that conversation.  Walking into an office and saying, I need a raise, usually doesn't get us very far. A better approach would sound something like this. I understand pay is based on positions and budgets. I enjoy working here and I want to grow. What do you need to see from me to be considered for a raise or promotion when the opportunity comes up? That shows professional maturity, it shows respect for the business. And something like that opens a productive conversation. Now you've turned a raise request into a development and growth plan. In our industry, raises often come through movement. General labor to equipment operator. Pallet runner to selector, receiver to inventory control, fork driver to lead. Lead to supervisor. Etc. Those steps may come with structured pay increases. But you don't get there by waiting, you get there by preparing and planning. I've experience that Managers promote people who are already doing parts of the next job. Oh, and I want to mention that some positions, especially in distribution may have something like productivity pay or activity based pay, like a high productivity order selection environment, maybe even a tiered pay structure based on CPH or PPH. Where we're paid based on what we do individually. I want us to remember though that a raise isn't just about today's paycheck. It's about your future. The associates who consistently show up, stay engaged, and keep learning are the ones managers think of when new roles open up. Those opportunities usually start with something like hey, we've got something coming up, and we thought of you. That doesn't happen by accident. So if you're asking how to get a raise, here's the honest answer, I know it's not a simple answer but we need to be reliable, be positive, be willing to learn, be ready for more before you ask for more. That's how raises and careers are built in the light industrial world. Well, I got to talking too much and ran out of time! I hope you got the answers you wanted. I know all that seems simple, and did you notice how and that we, ourselves, in this industry anyway, can control more of our direction and path than what we may have thought we could. If you enjoyed todays episode please share it with a friend or coworker. I appreciate you stopping in each week, and please feel free to check in on our Facebook using @whseops and our Instagram waocpodcast. And as always keep those questions coming in. Have a great, productive, positive, and safe week out there.

In our first episode of 2026,  Lauren and Rob welcome Myla Ramos, CEO of Search Pros and an SIA Global 150 Woman in Staffing.Myla shares her incredible journey of building a successful staffing & recruiting business from scratch.  She highlights the importance of technology, culture, and resilience in business, while also emphasizing the human touch in the age of AI. Myla also shares her favorite prospecting story which included a can of SPAM and how her company turned SPAM into a business philosophy.  (Start, Persevere, Adapt, Measure)This episode is a must-listen for anyone looking to build a resilient and innovative team.Please remember to rate, review and share the episode wherever you tune in.And thank you to our sponsor, Leap Advisory Partners.

In this episode of the Federal Help Center Podcast, Eric Coffie breaks down why technically correct proposals still lose when they ignore mission context and agency culture. He explains how over-engineering proposals, relying on generic buzzwords, or treating mission-driven environments like standard corporate facilities can quietly disqualify otherwise strong bids. Using real examples, Eric shows how understanding dignity, sequencing, staffing continuity, and unspoken expectations—especially around high-visibility moments like Memorial Day—creates powerful differentiators that evaluators notice immediately. Key Takeaways Generic language kills differentiation: Buzzwords signal a lack of real mission understanding. Mission context matters as much as compliance: Agencies want to see why the work matters, not just that you'll do it. Small details win contracts: Staffing continuity, cultural awareness, and timing often separate winners from everyone else. If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: https://www.encore-funding.com/ 

*Staffing shortages are a challenge for the Farm Service Agency.   *The Livestock Marketing Association is working to secure more flexibility for livestock haulers.  *With current cattle prices, it's very important to make sure every cow has a calf.  *Could Congress finally approve year-round E15 gasoline?  *We do not produce enough lamb meat in the U.S. to keep up with the demand for it.  *Shivers is an equine disease common in larger horses. 

This episode made one thing clear: top agencies don't scale solo. This episode breaks down the WHO you need to scale in 2026. Once you have the right people in place, the fastest way to lose momentum is trying to build training from scratch. Let us help. 

About 65% of small businesses fail by Year 10, so very few gym owners get to see what works across two decades of ownership.But Bill and Staci Russell have endured to achieve something rare: Their gym, CrossFit Cleveland, has been their sole source of income for nearly 20 years.In this episode, Bill shares hard-earned lessons learned from surviving multiple economic cycles, overcoming staff challenges, adjusting to market shifts and making personal pivots in the fitness industry.Bill and Two-Brain founder Chris Cooper—another two-decade gym owner—review practical lessons younger gym owners often miss, including:- Demand must be present before you commit to a facility.- Your first target market is often wrong.- Staffing mistakes compound over time.- Culture problems can be prevented before they appear.- Surviving is not succeeding.- Smart, ethical exits and transitions are possible.Whether you're early in ownership or deep into it, insight from these two long-serving entrepreneurs can help you make better decisions that will set you up for years of profitability, success and happiness.LinksGym Owners UnitedBook a Call5:55 - Proof of concept12:41 - Knowing your target market22:24 - Hire slow, fire fast37:55 - New gym owner mistakes43:25 - The secret to 20 years

Thanks to our Partner, NAPA Autotech Training and Pico TechnologyWatch Full Video EpisodeEpisode summaryMatt Fanslow pulls a lesson from an unexpected place: a Parkway Drive studio story involving Killswitch Engage's Adam D. The band tried to force a new sound—clean vocals mixed with screams—and it just wasn't working. The fix? Stop trying to be a different band and lean into what already fits.Matt ties that directly into shop life: not every shop needs to work on every vehicle type or take every job, and not every person needs to be great at every kind of work. Whether it's building around strong mechanical specialists, strong technical specialists, or choosing a narrower service lane, specializing on purpose can be the difference between surviving and thriving.What you'll hear in this episodeWhy the “do everything” mindset can quietly punish shops (and people)A real example of pivoting back to core strengths (and winning bigger because of it)The difference between mechanical specialists and technical specialists—and why both are hard to findWhy “I can buy the tools” doesn't automatically equal “we can do the work well”Checking ego at the door: success doesn't require being everything to everyoneA nod to “reverse benchmarking”: build your identity around what others don't do wellKey takeaways (shop + career)Specialization isn't weakness. It can be the most rational way to deliver consistent quality.Tools and information don't replace capability. They support it—if the people and processes are there.Staffing reality matters. If you don't have the right mechanical specialist or technical specialist, forcing the work in-house can be painful.You can evolve later. Being “not that shop” today doesn't mean “never”—it can mean “not yet.”Identity beats imitation. Trying to match someone else's “genre” can pull you away from what you're actually great at.Bands / people / references mentionedParkway Drive (story + recommendation)Killswitch Engage (Matt's favorite band)Adam D (KSE) and his influence in the studio momentHoward Jones / Jesse Leach (KSE vocalist history)Slipknot (clean vs scream evolution reference)Tour mentions: Summer of Loud (as described), plus bands like The Devil Wears Prada, I Prevail, Beartooth (as mentioned)Sports analogy: Tampa Bay Buccaneers run-heavy approach (and leaning into...

Dec. 29, 2025: Guest host Bruce Claggett in for Jas Johal Staffing challenges cause overnight ER closures in Mission (0:00) Guest: Ian Tait, Communications Director with the Ambulance Paramedics of B.C. Whitecaps reach settlement in class action suit over Messi no-show (7:33) Guest: Squire Barnes, Global B.C. Sports Director and Anchor What can B.C. do to prevent further E.R closures from happening? (15:31) Guest: Trevor Halford, Surrey-White Rock MLA and interim leader of the B.C. Conservatives Is the B.C government doing enough to protect private property rights? (23:58) Guest: Brad West, Mayor of Port Coquitlam U.S. border photographs Canadian travellers: will cross border trips become more difficult? (34:44) Guest: Richard Kurland, Immigration lawyer and policy analyst Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textThank you, Sabina Nawaz, for helping me find today's guest to finish up Season 6 on the Quarterback DadCast!So, what if the best leadership training happens at your dinner table? We sit down with Dane Groeneveld—dad of four, CEO of LEAD3R, and host of The Future of Teamwork—to explore how raising kids, facing anxiety head‑on, and choosing curiosity over control can transform both families and companies. From eight schools across Australian mining towns to a newborn and teens under one roof, Dane shares the practices that keep his home grounded and his teams energized.We dig into the messy middle: choosing therapy when a high‑achieving teen hits an anxious wall, stepping away from rugby to protect mental health, and having brave conversations about consent and sex without panic or shame. You'll hear why the “car ride home” is the most dangerous coaching moment, how IFS “parts” language reduces shame and opens learning, and why stoic patience beats heat‑of‑the‑moment reactions. Expect tangible tools: the “I love watching you play” reset, TED questions that unlock specifics, and permission‑based coaching that turns advice into collaboration.On the work front, Dane goes on offense against the myth of high performance at all costs. He lays out a model for healthy teams that still deliver results but no longer leave human wreckage behind. The three values guiding both his home and company—be human‑centered, be pioneering, and share in success—show up in simple, repeatable moves: assume positive intent, learn by building, and spread the win. We also trade stories about body language meltdowns on the golf course, 2 a.m. puppy chaos, and the quiet power of leaders who remove fear and instill confidence.If you're a parent, coach, or manager who wants stronger relationships and better outcomes without the burnout, this conversation is your playbook. Listen, share with a friend who needs a reframe on performance and parenting, and leave a quick review so more dads and leaders can find the show.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!

Did you like the episode? Send me a text and let me know!!How to Hire Remote Workers: Why 73% Fail & How to Succeed | Nearshore Staffing with Luis DEpisode DescriptionSerial entrepreneur Luis D reveals why 73% of offshore hiring fails and how his REMOTE Intelligence Framework achieves 95% success. Learn to hire Latin American talent at 60-70% cost savings, avoid AI resume fraud, and scale your startup faster. Luis built the first Latin American tech startup to get US VC funding and pioneered distributed teams in 2003—before Zoom or Slack existed.Key Takeaways✅ The 7 Offshore Team Death Traps killing remote hires ✅ REMOTE Framework: Rigorous selection, Expert onboarding, Managed support, Optimized performance ✅ How to spot AI deepfake interviews and fake identities ✅ Nearshore vs offshore: Time zone advantages ✅ "Ideas aren't unique. Execution is key" ✅ When to hire earlier than you think you can affordTime Stamps00:00 Mexican candy smuggling to tech entrepreneur 04:00 Building distributed teams before remote work existed 08:00 73% of offshore projects fail—here's why 09:00 7 Death Trap components (Talent Mirage, Cultural Chasm, Hidden Costs) 14:00 REMOTE Intelligence Framework explained 19:00 Rigorous talent vetting process 22:00 AI fraud: Deepfakes and fake accents 28:00 "Ideas aren't unique. Execution is key" 30:00 Zone of genius: Hire earlier with 70% savings 35:00 95% success rate vs 27% industry averageGuest: Luis DFounder of Near You (NIR-U) Nearshore Staffing | First Latin American tech startup with US VC funding | 14-year CEO | Remote work pioneer since 2003Company: Near You—helps $1M-$25M companies hire Latin American talent Success Rate: 95% (vs 27% industry standard) Cost Savings: 60-70% compared to US hiringResources

Where is Dave Biddle? Monaco? Dubai? The Maldives? We finish the week in his stead as Pat Murphy got up bright and early to join us. Transfer portal names to know. Staff maneuvering. College Football Playoff predictions. Compelling topics. Compelling time to be a Buckeye. Spend 5ish with us this a.m., 'Nutters! To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Send us a textThank you, Chad Murphy, for making this week's episode possible!A bullied kid named Blue walked into a dojo and found a lifetime blueprint for leadership at home and at work. That mentor didn't just teach kicks—he taught trust, focus, and a community model that turns students into teachers. In this conversation, we go deep on how those early lessons shape the way we parent, listen, and show up for the people we lead.Blue Stiley is a professional keynote speaker, podcast host, and author who has spent decades uncovering and cultivating potential in himself and others. He discovered his passion for mentoring and entrepreneurship at just 13 while teaching martial arts, and over the past 30 years, he has carried that gift forward to inspire leaders, teams, and communities.We talk about “currency,” the motivations that really move someone, and how a single, well-aimed sentence from a trusted mentor can redirect a teenager more effectively than a hundred lectures. Blue shares a raw look at learning from two fathers: the sensei who modeled presence and the biological dad who modeled what to avoid. That “two-teacher lens” fuels his philosophy as a model, actor, strength coach to Olympians, and now keynote speaker: earn trust, make genuine connections, and build a community where people feel heard, seen, and valued.You'll hear practical mindset tools too. Leave problems at the door to train your focus. Put the phone down because a kid's request is a 10-minute window, not an hour. Let the egg break—experiments teach faster than warnings. Teach self-defense literacy without pressure by emphasizing hips-first power and clean fundamentals. And don't miss the baseball cards hustle: a cafeteria side deal turned into licensed tables at card shows, powered by a mom who drove the miles and believed. That story paid for college and cemented a simple definition of success—pickups after school, family dinners, and presence that compounds.If you're a parent, coach, or leader, this one will sharpen your approach. Listen, learn someone's currency, and build a community around them. If it resonates, tap follow, share it with a friend, and leave a quick review—what lesson are you taking into your home this week?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!

What does the future of the pet service industry look like as technology and client expectations evolve? Matthew Kutas, founder and CEO of Republic of Dog, talks about the challenges and opportunities facing pet care businesses today. He discusses how technology can streamline operations without losing the emotional connection at the heart of the work, and why onboarding is a make-or-break process for client trust. Matthew shares insights on staffing, scaling, and the professionalization of the industry. He also explores how pet care intersects with city planning, corporate wellness, and strategic partnerships, pointing to new opportunities for growth. Main topics: Technology's impact on pet services Onboarding as client trust foundation Balancing scaling with personalization Staffing challenges and expectations City planning, condos, and corporate programs Main takeaway: "Technology should give you more time to do the important things—it should enhance the client's experience, not replace the human connection." – Matthew Kutas As pet care professionals, we often look to tech to solve our pain points. Scheduling tools, payment systems, even AI—these can save hours of work. But Matthew Kutas reminds us that the point isn't to automate away the heart of our service. Instead, we should use the time we gain to deepen relationships with clients and their pets. Send that personal message. Make that check-in call. Show you care. Because in an industry built on trust, the human connection is what truly sets us apart. About our guest: Matthew Kutas is the founder and CEO of Republic of Dog, based in Canada. With over 25 years in the pet service industry, he has built and operated businesses in dog walking, daycare, grooming, and boarding, before shifting into consulting and advising. Today, his focus is on how pet services integrate into urban living, condos, and hotels, while also addressing industry-wide challenges like technology, staffing, and scaling. Matthew works with pet care companies, city planners, and property managers to ensure pets remain central in both business growth and community design. Links: https://republicofdog.ca Check out our Starter Packs See all of our discounts! Check out ProTrainings Code: CPR-petsitterconfessional for 10% off

What if your next 1,000 hires didn't require chaos? In this episode, Doug C. Brown is joined by Pranav Dalal, founder and Chief Disruption Officer of Office Beacon, to talk about what it really takes to scale global teams—without giving up control. Pranav grew Office Beacon to 5,500+ full-time employees across 4 countries… without outside capital or “unicorn” hires. What made it possible? Systems, not superstars. Inside the episode: ✅ How to structure remote teams for scale ✅ Why bootstrapping forces better decisions ✅ How opposite thinking leads to competitive advantage ✅ The simple habits that keep you from overextending If your business depends on 1:1 sales, offshore teams, or scaling operations—this episode is your blueprint.

In this episode of Owned and Operated, John Wilson sits down with Aizik Zimerman of Jay Blanton Plumbing (Chicago) to break down the remote staffing playbook that most home service operators still aren't using.John and Aizik start with a real-world story from a contractor event—how one company allegedly went from $0 to $6M using yard signs, and how Aizik tested it immediately (including the “don't put them on every corner” lesson).Then they go deep on what actually drives scale: building a remote-first, offshore-heavy team that works in the real world. Aizik shares how his business grew to 140 employees with 50+ overseas team members, and how he structures offshore hiring across accounting, install coordination, marketing, recruiting, dispatch, and fleet coordination.They break down the “hub and spoke” model: keep your US leaders focused on thinking and decision-making, then build specialized offshore roles to handle execution—so your business moves faster without bloating payroll.If you're trying to expand coverage, build specialization early, or you've wondered whether recruiting + dispatch + ops coordination can really be offshored, this episode is the blueprint.What You'll LearnWhy “if it can be done remote, it can be done from anywhere”The hub & spoke model: US leaders + offshore execution podsHow Aizik offshores technician recruiting (and why it's a massive unlock)Which roles are easiest vs hardest to offshore (CSR vs dispatch/install coordination)How to reduce “overemployment” risk with real systems (Zoom rooms, accountability layers)Why you should default to remote-first hiring at any size—even at $500K/year

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In this episode of Take the Stage, presented by Haley Marketing, Brad Bialy sits down with Julie Ann Bittner to unpack the truth about staffing funding: why it's not a weakness, how the right partner fuels growth, and what smart owners must understand before cash gets tight. About the Guest Julie Ann Bittner is the President and CEO of TRICOM, a staffing-industry–specific funding and back-office partner with over 36 years of experience. Known for her high energy and deep industry insight, Julie Ann has spent decades helping staffing owners scale responsibly while navigating volatility, growth cycles, and uncertainty. Key Takeaways Funding is a strategic growth tool, not a sign of weakness. The right partner scales with your business—not against it. Waiting until cash is tight limits your best options. Industry-specific expertise beats generalist solutions. Proactive communication prevents reactive decisions. Timestamps [00:15] – Reframing funding as strength, not weakness [01:40] – Why banks struggle with staffing growth cycles [03:15] – Asset-based lending vs. factoring explained [05:16] – Funding realities for staffing startups [06:07] – Questions every owner must ask lenders [07:51] – The risk of client concentration [09:20] – Why waiting too long costs you options [11:14] – The danger of non-industry lenders [13:38] – Where staffing rebounds next year [16:02] – Industries quietly turning the corner [17:12] – AI's real role in staffing today [23:53] – What true funding partnership looks like 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 and Offers Heard Take the Stage is presented by Haley Marketing. The old way of selling staffing is dead. Let's fix it – with smarter strategies and HUGE DISCOUNTS on modern lead gen tools: https://bit.ly/Bialy20 Book a 30-minute business and marketing consultation with host, Brad Bialy: https://bit.ly/Bialy30 This episode is brought to you by MJA & Associates. For over 20 years, they've helped staffing firms save money by securing federal and state tax credits like the Work Opportunity Tax Credit (WOTC). With performance-based pricing, you only pay when you save—no setup costs, just real results. Learn more at https://mja-associates.com      

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Staffing shortages and rising labor costs have caused many 24/7 businesses to reduce their hours since the COVID-19 pandemic. But Rose City Coffee Co. is bucking the trend.  The Southeast Portland coffee shop is now open 24 hours a day, seven days a week. We’ll talk with owner Christie Gryphon about what it takes to run a 24-hour business in today’s economy.

The Food and Drug Administration (FDA) is responsible for overseeing the safety of medical devices sold in the U.S. and issuing recalls when they're found to be unsafe. But recent headlines and high-profile lawsuits have drawn attention to the…

In the Wednesday edition of the Husker247 Daily, Michael Bruntz and Brian Christopherson discuss the changes coming to Nebraska's football staff, including a potential off-the-field hire that could be huge for recruiting and where things stand in the pursuit of a defensive line coach. Listen in.  To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices