Podcasts about Standish

Today on The 105: 247Sports Director of Scouting Andrew Ivins is joined by 247Sports National Scouting Analyst Hudson Standish! The guys break down the results from the first day of the Elite 11 finals including impressive showings from Travis Burgess, Keisean Henderson, Dereon Coleman, and more! Be sure to leave mailbag questions for the show in the comments. Download and subscribe to The 105 on Apple, Spotify, and wherever else you listen to podcasts! Follow the show on Twitter/X: ⁠@The105Guys⁠ Instagram: ⁠@the105_guys⁠  Follow our hosts on Twitter/X: ⁠@Andrew_Ivins⁠, ⁠@cpetagna247⁠ Watch The 105 on YouTube: ⁠https://www.youtube.com/watch?v=0nXu_wb0qpQ&list=PL-5Yp3exzDXCRO9xdX8aqde2s1fHA4z2Z⁠ 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

In this episode we sat down with Seattle's super talented, Standish James! Such a fun chat we had about the local music scene, upcoming shows and more! Thank you so much Standish, for joining us and letting us play "New Tattoo" and featuring another song...just a sneak peek though...of "Enemy Lines" that will be out later this summer! As always, a huge thank you to Nail Bite for providing the intro and outro song (Disengage) and to Levi for screaming our name!! Thank you all for listening! 

 Low Tourist Areas Near Portland, Maine – Hidden Gems Within 45 MinutesLooking to buy a home in Maine without the crowds? In this episode of Make Maine Your Home, Doug Schauf reveals the best low-tourist towns near Portland, Maine that offer peace, space, and strong home value—all within a 45-minute drive of the city.Whether you're relocating, looking for a second home, or buying your first property in Maine, these towns provide the perfect blend of quiet charm and commuter convenience. From wooded retreats in Gray to lake access in Standish, you'll find the ideal spot to Make Maine Your Home.

In this episode, we dive into the highly anticipated 2023 vintage of The Standish Wine Company's four Shiraz from the iconic Barossa Valley. Through a blind tasting of each unique wines, Angus and Master Sommelier Carlos explore complex flavour profiles, winemaking techniques, and personal preferences. Alongside tasting notes, the conversation delves into the sustainability practices within the wine industry, offers wine pairing suggestions, and answers audience questions about aging potential and sommelier recommendations. Wine #1 - Single Vineyard ShirazWine #2 - Schubert Theorem Wine #3 - LamellaWine #4 - Relic Can it live up to the 2022 '100 point' wine score? Sponsors: RIEDEL Wine Glasses: RIEDEL Superleggero Hermitage/Syrah https://www.riedel.com/en-au/shop/riedel-superleggero-premium/hermitage-syrah-642500041 GRAYS.COM Buy the wine, drink the wine where we get ours: https://www.grays.com/search/wine Socials: TikTok: https://www.tiktok.com/@gotsommepodcast Instagram: https://www.instagram.com/gotsomme Top Takeaways: The 2023 Standish Shiraz vintage offers exceptional depth and complexity. Blind tasting enables a more honest, unbiased assessment of each wine. Each wine is a reflection of specific winemaking techniques and terroir. Sustainability is increasingly shaping modern wine production. Letting wine breathe is essential for optimal tasting. Palate preferences vary widely—even among experienced tasters. The Barossa Valley continues to deliver bold, flavour-driven wines. Smart wine pairing elevates the overall tasting experience. Some Shiraz wines have excellent aging potential, while others shine in youth. Chapters: 00:00 – Exploring the 2023 Standish Shiraz Vintage 02:59 – Blind Tasting Methodology and Initial Impressions 06:14 – In-Depth Wine Analysis and Flavour Profiles 08:56 – Comparative Tasting: Identifying Favourites 12:00 – Revealing the Wines and Final Thoughts 14:53 – Sustainability in Winemaking and Audience Q&A

"The Thing in the Tree" is a short story by the little-known author, Harold Standish Corbin. The story first appeared in the February 1927 edition of Ghost Stories. "What influence could make a tree take on human characteristics?"

Corrosion control is fundamental to the success of any water treatment program, but how often do we question the limitations of the tools we rely on? In this episode of Scaling UP! H2O, host Trace Blackmore welcomes back returning guest Mike Standish, Vice President of Water Additives at MFG Chemical, to explore the evolving role of maleic acid-based corrosion inhibitors in industrial water treatment. Drawing on decades of expertise, Mike shares practical insights into when — and when not — to use these innovative solutions to meet today's complex challenges. Understanding the Corrosion Control Toolbox  Mike Standish opens the conversation by reframing corrosion control strategies through the lens of a toolbox analogy. With limited primary approaches — from phosphate-based to organic and metal-based chemistries — the success of corrosion management depends on matching the right tool to the right application. Mike stresses the importance of avoiding overcomplication and focusing on the fundamental chemical pathways for mild steel protection. Organic vs. Inorganic Approaches  The discussion turns to the critical differences between organic and inorganic inhibitors. While inorganic phosphates remain cost-effective mainstays, organic phosphonates, including maleic acid-derived materials, offer advantages in high pH, high hardness, and oxidizing environments. Mike emphasizes that “organic” in water treatment bears no relation to natural or sustainable products, a frequent misconception among newcomers to the industry. Why Maleic Acid-Based Inhibitors Matter  Maleic acid phosphonates distinguish themselves with exceptional oxidant stability, a feature increasingly necessary as continuous halogenation becomes standard practice. Mike explains the chemistry behind maleic acid derivatives and how the ability to tailor molecular structures creates flexibility for specific field conditions — such as scaling tendencies, pH control, and calcium carbonate formation risks. Best Practices for Application and Measurement  Field success with maleic acid-based inhibitors hinges on proper dosage and testing. Mike shares lessons from real-world trials, emphasizing that underfeeding is a common mistake that compromises corrosion rates. Accurate differentiation between orthophosphate and phosphonate concentrations is vital for precise monitoring, and bench testing must closely simulate real-world surface-to-volume ratios to yield reliable predictions. The Future of Corrosion Control  In a forward-looking discussion, Mike predicts that industry consolidation will trigger a second wave of entrepreneurial water treatment companies. His vision underscores the ongoing need for technical excellence, adaptability, and innovation in corrosion management practices as the industry evolves.  This episode challenges water treatment professionals to rethink their corrosion strategies with a sharper, more informed approach. Maleic acid-based inhibitors are not a universal solution, but when applied thoughtfully, they offer powerful advantages for specific operational demands.   Explore more episodes, challenge your assumptions, and lead the way in advancing our industry's standards of technical excellence. Don't forget to subscribe to Scaling UP! H2O for more expert insights in water treatment.  Stay engaged, keep learning, and continue scaling up your knowledge!    Timestamps   02:50 – Trace Blackmore shares a recap from previous episode. He also shares about the AWT Innovation Award   06:40 - Water You Know with James McDonald  08:00 - Upcoming Events for Water Treatment Professionals   12:38 - Welcoming back guest Mike Standish, Vice President of Water Additives – MFG Chemical   15:10 – The Value of True Industry Knowledge vs. Surface Information  23:10 – Starting the Technical Discussion: The Corrosion Control Toolbox Analogy  26:07 – Explanation of anodic vs. Cathodic protection mechanisms  37:35 – Situational Applications: When to use maleic acid-based inhibitors  40:11 – Lessons learned from field trials on dosage and corrosion control  41:28 – Importance of Accurate modeling and Surface-to-volume ratios    Quotes  “You going to get more than you can give” – Mike Standish  “Picking the right tool for the right job” – Mike Standish  "Stepping away from work for a mission trip doesn't just help others—it helps you gain a new perspective." – Mike Standish  “You can't just throw a new additive into a system and hope for the best. You need data, understanding of limits, and clear expectations.”  “There's going to be a second generation of AWT companies as industry consolidation continues.”    Connect with Mike Standish  Phone: (615) 207- 3018  Email: mike.standish@radicalpolymers.com  Website: https://www.radicalpolymers.com/  LinkedIn: https://www.linkedin.com/in/mike-standish-7890627/  Click HERE to Download Episode's Discussion Guide    Guest Resources Mentioned   Mild Steel Corrosion Control using a Maleic-Based Inhibitor  Purposely Built – Introduction of a New Copolymer for Multifunctional Applications Technical Paper     Scaling UP! H2O Resources Mentioned  AWT (Association of Water Technologies)  Scaling UP! H2O Academy video courses  Submit a Show Idea  The Rising Tide Mastermind   Legionella Awareness Resources   417 How To Live a Life of Significance: Insights from Aaron Walker  014 The One with Mike Standish   223 Pinks and Blues: Phosphonate Replacements   350 Polymer Perspectives: Understanding Copolymer Innovations in Water Treatment 176 The One About Tagged Polymer Technologies   Water You Know with James   Question: What do you call the large-diameter tube in firetube boilers where the combustion of fuel takes place?    2025 Events for Water Professionals  Check out our Scaling UP! H2O Events Calendar where we've listed every event Water Treaters should be aware of by clicking HERE.   

Bill talks Standish and Flint in this episode of The Jail Visit. William Amadeo is a Criminal Defense Attorney in Michigan. In The Jail Visit, he talks law, politics, sports, music and social media, among many other things! Hear all past episodes wherever you get podcasts! Hear The Jail Visit broadcast: 7pm Saturday nights at ShiawasseeRadio.com and 9pm Wednesday nights at LenaweeRadio.com.

Hometown Radio 03/20/25 3:30p: LeAnn Standish explains federal spending cuts involving the arts

In this episode of the Drop In CEO Podcast Dorsey Standish, a neuroscientist and wellness expert, shares her journey from a high-achieving engineer to a mindfulness and emotional intelligence advocate after experiencing severe burnout. The discussion centers on the importance of mindfulness for personal well-being and organizational health. Dorsey details her work with companies to implement wellness programs and improve team dynamics, highlighting real-life impacts on stress management and interpersonal relationships. Listeners gain insights into starting their own mindfulness practices and the benefits of prioritizing mental health in the workplace. Episode Highlights: 02:09 Dorsey's Journey to Mindfulness 06:22 The Impact of Mindfulness on Personal and Professional Life 14:17 Practical Tips for Starting Mindfulness 18:20 Transforming Organizations with Mindfulness Dorsey Standish, MS is a mechanical engineer, neuroscientist, and wellness expert who brings evidence-based mindfulness and emotional intelligence to clients worldwide through her company Mastermind. Dorsey has led science-based wellness programs for hundreds of companies, including Staples, Toyota, and American Airlines. Her personal mission is to help Type A people like herself slow down, destress, and optimize their performance through research-backed brain health training.Dorsey holds a master’s degree in Cognitive Neuroscience from University of Texas at Dallas and a bachelor’s degree in Mechanical Engineering from the University of Pennsylvania. Dorsey’s teachings draw on her training as a teacher of Mindfulness-Based Stress Reduction through Brown University and deep experience on regular 7-day silent meditation retreats.While Dorsey is Ivy League-educated and holds a MS in Neuroscience, she believes her best teachers are her wife and two adorable sons. She lives in Dallas, and enjoys the opportunity to travel the country and teach her clients lifelong skills for brain health and resilience. Connect with Dorsey:

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On this episode on The 105, Hudson Standish joins Cooper Petagna to discuss and break down some of their favorite players who transferred this season and who are some of the more intriguing adds, plus more in-depth breakdown of the All-American Bowl and players who shined. 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

It's Magic Millions day on the Gold Coast (for now anyway!). The track has been given the green light and the boys have given their specials. It's also the Lakes at Wyong and the Standish at Flemington.

Hometown Radio 12/11/124 3:30p: Leann Standish from SLOMA

This week, Justin catches up Simon Lomas, Jamie Sutherland, and Kelly Louise. We hear from the crowd in Standish, Justin has a fraught morning in McDonald's, and Izzy tries her first glass of red wine before a nosey Post Bag signs us off for another week.   Get in touch, #AskIzzy, or Dear Jon here: WhatsApp – 07495 717 860 Twitter – @3045podcast Email – podcast@justinmoorhouse.com   THIS WEEK'S GUESTS:   Jamie Sutherland: https://x.com/jamiesutherland   Kelly Louise Floral Artistry: https://www.klfloralartistry.co.uk/   EPISODE LINKS:   Barton and Redman Wholesale Produce: https://www.bartonandredman.com/   THIS WEEK'S GIGS:   See Justin on Wednesday here: https://frogandbucket.ticketsolve.com/ticketbooth/shows/873606948/events/128572625   See Justin on Friday here: https://www.hotwatercomedy.co.uk/event/123895antkcsrpqsncrpbsdvhchvgllnk/   And/or here: https://www.eventbrite.co.uk/e/morecambe-comedy-club-tickets-1073777520469   See Justin on Sunday here: https://www.hotwatercomedy.co.uk/event/238001avrmtnntckcllsbnghjdsvgcdpq/   OTHER STUFF:   Watch my YouTube Special: https://www.youtube.com/@justinmoorhousecomedian   The Greatest Performance of My Life: https://www.justinmoorhouse.com/   Join the Mailing List: https://justinmoorhouse.us2.list-manage.com/subscribe?u=4c600f8287b9c2e121f43c3a1&id=bbd0010665   Music by Liam Frost. Produced by Rachel Fitzgerald and Justin Moorhouse

Bethany Scarsbrook and Georgina Swinglehurst of St John's Chambers Family & Divorce team grapple with the topical issue of when an asset is deemed to have become matrimonialised. They consider the case law leading up to Standish v Standish [2024] EWCA Civ 567, before analysing whether the Court of Appeal decision fell into error, and considering the extent of the potential ramifications, particularly in light of the pending appeal to the UKSC.

How often do you pause to embrace the simple joys of the present moment? Could you integrate mindfulness into activities you already enjoy? Mindfulness is simply paying attention to the present moment with kindness and curiosity. In this episode of the Inspirational Leadership podcast, I speak with Dorsey Standish about the power of incorporating mindfulness and meditation into our daily lives. Dorsey is a mechanical engineer, neuroscientist, and wellness expert who brings evidence-based mindfulness and emotional intelligence to clients worldwide through her company Mastermind. Her personal mission is to help Type A people like herself slow down, de-stress, and optimize their performance through research-backed brain health training. Listen in to learn how meditation strengthens the brain's executive networks, helping us stay present, less reactive, and more focused. You will also learn how to start with small and consistent mindfulness habits to build mental resilience. Key Takeaways: Understanding mindfulness as a simple way of paying attention and common mindfulness practices that people unknowingly engage in. Start mindfulness and meditation small to build consistency, strengthen focus, and regulate the nervous system. How emotional intelligence (EQ) supports stress management, enhances relationships, and improves workplace dynamics. The importance of giving yourself grace during mindfulness practices and finding coping mechanisms that suit your needs. The power of committing to small, consistent practices like a one-minute daily and the 30-day mindfulness challenge. How mindfulness can help you become an expert on yourself, leading to intentional living. Standout Quotes: “When we practice mindfulness, we're paying attention to the present moment with flexibility, kindness, and curiosity.”– Dorsey [08:52] “It's your birthright. You're here to create the time and space to get to know yourself better, what serves you, and what helps you through things.”– Kristen [35:20] ⇢ Get full show notes and more information here: https://bit.ly/DorseyStandish

Ryan Standish has had a tough year. During pre-season training in Madeira, he split open his knee during a crash and had to put his entire season on hold. The crash ended up going viral thanks to the GoPro he was wearing at the time, and he found himself in the middle of an unexpected internet news cycle. Ryan sat down with Payson over the Big Sugar weekend to talk about the crash, how it shaped his season, and the project he undertook recently to combine the Kokopelli and White Rim trails into one 310-mile FKT with 25,000 feet of climbing. He talks about why he decided not to put it off even though he was still recovering from his injury, and the video he produced about the experience.Click here to watch Ryan's film ‘Why Wait? Attempting a Kokopelli and White Rim Trail FKT.'Instagram: @theadventurestacheYouTube: Payson McElveen

Rob Domlewski is the Vice-President of Operations for Casey Electric Sales and Mike Standish is the Director of Sales for Lester Sales Company.

Jo and Rob present a faulty PowerPoint to recap the fifth episode of ‘Slow Horses' Season 4. They open with a few more listener emails before discussing Molly's chilling interaction with Frank Harkness, Roddy's highly-anticipated girlfriend reveal, and the caliber of the 'Terminator' franchise (1:33). Along the way, they unpack Lamb and David Cartwright's contentious relationship and how Standish fits in with them (33:49). Later, they talk through their expectations for the upcoming season finale (49:08). Hosts: Joanna Robinson and Rob Mahoney Producer: Kai Grady Additional Production Support: Justin Sayles Learn more about your ad choices. Visit podcastchoices.com/adchoices

Jo and Rob dance around danger to recap the third episode of ‘Slow Horses' Season 4. They open with a few more listener emails before discussing the dark backstory of Frank Harkness, the dynamic between Standish and David Cartwright, and why the blissfully ignorant Giti is quickly becoming one of the show's most delightful characters (2:06). Along the way, they theorize about what's going on with the mysterious J.K. Coe and how Bad Sam Chapman's role in the story has grown season to season (29:42). Later, they introduce a brand-new segment called Spy Vs. Spy, where they point out some of the best (and worst) examples of spycraft in this week's episode (42:32). Hosts: Joanna Robinson and Rob Mahoney Producer: Kai Grady Additional Production Support: Justin Sayles Learn more about your ad choices. Visit podcastchoices.com/adchoices

Welcome to New England Legends From the Vault – FtV Episode 78 – Jeff Belanger and Ray Auger are caught in a brutal winter storm by Sebago Lake in Standish, Maine, where they explore the tragic story or Mr. and Mrs. Tarbox, who lost their lives in a March 1819 blizzard. Their frozen demise inspired local poet Thomas Shaw to chronicle the event in a “mournful song” of a poem. The event still haunts the region. This episode first aired January 27, 2022   Listen ad-free plus get early access and bonus episodes at: https://www.patreon.com/NewEnglandLegends

Slow Horses is back for a fourth series on Apple TV and Hannah's been on the Zoom with one of its stars, Saskia Reeves, to talk about the wonder of Catherine Standish, the odour of Jackson Lamb and how the series keeps on creating great roles for women over 50. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this week's episode of True Crime New England, Katie and Liz travel to Standish, Maine to unravel the details of the story of a husband who was savagely beaten within an inch of his life. Jeffrey and Linda Dolloff had been married for thirteen years when in April of 2009, an alleged intruder entered their home and bludgeoned Jeffrey brutally with a baseball bat, and shot Linda in the right hip. It didn't take long for investigators, working with Jeffrey, to realize that the perpetrator wasn't an intruder at all, but came from right inside the home.  --- Support this podcast: https://podcasters.spotify.com/pod/show/truecrimene/support

Does '100 Points' mean a wine is "Perfect" and if so does that mean we are comparing that bottle against the worlds best? After seeing one of Australia's best wine writers Erin Larkins review of 2022 The Standish 'Lamella' we knew we had to get our hands on it and see what a Master Sommelier thinks! A little bit about Standish via Goodwood Cellars: A 6th generation Barossan, Dan Standish established his eponymous winery in 1999 whilst still working as winemaker at Torbreck Vintners. His endeavour initially began around an ancient parcel of Shiraz owned and farmed by his father. All batches of fruit are fermented and matured individually then follows a strict selection in the winery that can see as much as 80% of the original blend discarded and sold off in bulk. As with the finest producers in Europe only the finest material is sold under the Standish Wine Company label. Stylistically Dan's wines are as rich and profound as you would expect from Barossa Valley old vines but they have a satin texture and dreamy perfume that sets them far apart from his contemporaries. Here, dark fruits are encased in cocoa and earthy richness but with gentle spice, soil tone, asphalt and a stony minerality that gives the wines a beautiful dimension. These are special Australian wines! Watch this video on YouTube to see our facial reactions to our first taste! https://www.youtube.com/watch?v=8Gl-LQDaV1k Check out Erin Larkin's "Perfect Vintage" Review here: https://youtu.be/E4dkaGiVFtw?si=mJ3mYP43WCTBV9pz&t=711 Watch what happened when we Blind Tasted this bottle against a clean skin around an office! https://www.instagram.com/p/C9QzvcousdN/ Buy the wine, drink the wine where we get ours. The Sponsor of Got Somme https://www.grays.com/search/wine Podcast and YouTube created, produced and edited by https://fromyourpocket.com.au/ About Got Somme: A podcast for wine lovers who know nothing about what's in the glass. The series will aim to educate listeners on types, tannins and taste to producers, appellations and age. We speak to the best winemakers in the world finding out how they make the wine that has captured the attention of Master Sommelier Carlos Santos. Carlos will aim to teach radio announcer and novice wine enthusiast Angus O'Loughlin how to discern a good wine from a bad and empower listeners with a skill set good enough to choose the table wine next time you have friends over. This podcast proudly presented by Grays.com: https://www.grays.com/search/wine-and-more?tab=itemsSee omnystudio.com/listener for privacy information.

Mechanical Engineer, Neuroscientist, and Keynote Speaker Dorsey Standish In this episode, we explore the fascinating journey of Dorsey Standish, a mechanical engineer, neuroscientist, and keynote speaker. As the CEO of Mastermind Meditate, Dorsey brings mindfulness and emotional intelligence to organizations worldwide. Her unique combination of expertise sets her apart in the professional speaking world. Discover how Dorsey transitioned into becoming a professional speaker, chose her speaking topic, markets herself, and secures speaking engagements. Discover how to become a professional speaker and gain insights into the world of public speaking from a unique perspective. If you're interested in becoming a keynote speaker, this episode is a must-watch! To get in touch with Dorsey, visit https://www.linkedin.com/in/dorseystandish. TEACH THE GEEK (http://teachthegeek.com) Subscribe and rate on Apple Podcasts, Spotify, and YouTube Follow @teachthegeek (Twitter) and @_teachthegeek_ (IG) Get Public Speaking Tips for STEM Professionals at http://teachthegeek.com/tips.

Homeowners associations will be prohibited from banning certain energy improvements and solar energy systems under a state House bill approved by the Senate. The Tittabawassee River Trail provides unique views and opportunities for wildlife observation.

Suzanne Holland returns to the podcast to discuss this strange episode where blind kids (and some adults) need to walk a really long distance instead of transporting them via train or a few wagons. Great Harriet moments! “Mr. Standish buys the building that the Blind school has been housed in and wants to turn it into a hotel. He gives the blind school 30 days to move. Adam and Mary send a letter to Charles telling them to alert them if they hear of an available place. Rev. Alden tells Charles that when he died, Lars Hansen left the deed to a big house in his care. It’s too big to sell to one family so he hasn’t been able to unload it, but it’s perfectly big enough for a blind school. The church votes to clean it up and get it ready for the blind school to take it over. The Winoka school is joining with another school run by Mrs. Hester Sue Terhune. When she finds out that a Mrs. Terhune is coming with the Winoka blind school, mistaking her for another lady she once knew by the name of Terhune, Harriet makes the decision to join the blind school on their journey back to Walnut Grove. She also decides to buy herself a new bedroom suit and donates her old (perfectly good one) to Mrs. Terhune’s bedroom at the blind school.” Blind Journey originally aired on November 27, 1978 and December 4, 1978 The opening song “Albert” is written and performed by the amazing Norwegian band, Project Brundlefly and is used with permission. Check them out at: https://www.facebook.com/ProjectBrundlefly Become a Patron! The post Blind Journey first appeared on The Little House on the Prairie Podcast: Walnut GroveCast.

Bio Dr. Jeff Sutherland is the inventor and co-creator of Scrum, the most widely used Agile framework across the globe.  Originally used for software development, Jeff has also pioneered the application of the framework to multiple industries and disciplines. Today, Scrum is applied to solve complex projects in start-ups and Fortune 100 companies. Scrum companies consistently respond to market demand, to get results and drive performance at speeds they never thought possible. Jeff is committed to developing the Agile leadership practices that allow Scrum to scale across an enterprise.   Dr. Sutherland is the chairman and founder of Scrum Inc. He is a signatory of the Agile manifesto and coauthor of the Scrum Guide and the creator Scrum@Scale. Jeff continues to teach, create new curriculum in the Agile Education Program and share best practices with organizations around the globe. He is the founder of Scrum Inc. and coauthor of, Scrum: The Art of Doing Twice the Work in Half the Time, that has sold over 100,000 copies worldwide.    Social Media:                 LinkedIn: linkedin.com/in/jeffsutherland                 Twitter: @jeffsutherland Website: Scrum Inc https://scruminc.com               Books/ Articles: The Scrum Guide by Jeff Sutherland and Ken Schwaber http://www.scrumguides.org/index.html Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland The Scrum Fieldbook by JJ Sutherland Agile Competitors and Virtual Organisations by Steven Goldman, Roger Nagel and Kenneth Preiss https://www.amazon.co.uk/Agile-Competitors-Virtual-Organizations-Engineering/dp/0471286508 Accelerate: Building Strategic Agility for a Faster Moving World by John P. Kotter Leading Change by John P. Kotter Process Dynamics, Modeling and Control by Babatunde A. Ogunnaike and Harmon W. Ray A Scrum Book: The Spirit of the Game by Jeff Sutherland, James Coplien, Mark den Hollander, et al    Interview Transcript Ula Ojiaku: Hello everyone, my guest today is Dr Jeff Sutherland. He is the inventor and co-creator of Scrum, the most widely used Agile Framework across the globe. Originally used for Software Development, Jeff has also pioneered the application of the framework to multiple industries and disciplines. Today, Scrum is applied to deliver complex projects in startups and Fortune 100 companies. Dr Jeff Sutherland is the Chairman and Founder of Scrum Inc. He is a signatory of the Agile Manifesto and co-author of the Scrum Guide and the creator of Scrum at Scale. Jeff continues to teach, create new curriculum in the Agile education programme and share best practices with organisations around the globe. He has authored and co-authored a number of books which include Scrum: The Art of Doing Twice the Work in Half the Time – which has sold over 100,000 copies worldwide. In this episode, Dr Sutherland shares the backstory of how he and Ken Schwaber developed the Scrum framework. I was pleasantly surprised and proud to learn that one of the inspirations behind the current Scrum framework we now have was the work of Prof Babatunde Ogunnike, given my Nigerian heritage. Dr Sutherland also talked about the importance of Agile Leadership and his current focus on helping organisations fix bad Scrum implementations. I'm sure you'll uncover some useful nuggets in this episode. Without further ado, ladies and gentlemen, my conversation with Dr Sutherland.   Ula Ojiaku: Thank you, Dr. Sutherland, for joining us on the Agile Innovation Leaders podcast. It's a great pleasure to have you here. Jeff Sutherland: Glad to be here. Looking forward to it. Ula Ojiaku: Fantastic. So could you tell us about yourself? Jeff Sutherland: Well, I grew up in a small town in Massachusetts. And I always felt that I would go to West Point of the United States Military Academy, even at a very young age. And I finally made it there. I spent four years there. And I went on to a program where a certain number of cadets could join the Air Force. And I told the Air Force, if they made me a fighter pilot, I would move into the Air Force, which I did. I spent 11 years as a fighter pilot in the Air Force. And most of the operational aspects of Scrum actually come from that training. My last tour in the Air Force was actually at the US Air Force Academy, I was a professor of mathematics. And I had gone to Stanford University in preparation for that position. And I had worked closely with the, at the time he was Head of the Department of Psychiatry, became the Dean of Stanford who had studied under my father-in-law, he had become an MD under my father-in-law, who was a brilliant physician. And I was working on research papers with him, both at Stanford and at the Air Force Academy. And I asked him for guidance. And I said, I'm thinking about, given all the work we've done in the medical area. Starting in Stanford, I'm thinking maybe becoming a doctor - become an MD. And he strongly recommended against that he said, ‘you'll just go backwards in your career, what you need to do is you build on everything you've done so far. And what you have is your fighter pilot experience, your experience as a statistician, and a mathematician, you want to build on that.' So, I had already started into a doctoral program at the University of Colorado School of Medicine, which was not far from the Air Force Academy. And so, I talked to my department Chairman there who offered me a position in the department running a large research grant, funded by the National Cancer Institute and so, I decided to exit the Airforce and join the medical school. While I was finishing up my doctoral degree. And as soon as my doctorate was finished, I became a professor of Radiology, preventive medicine and biometrics. I was a joint across multiple departments. And I was doing mathematical research on modeling, particularly the human cell on a supercomputer, (to) determine what caused cancer. And to do that required extensive mathematical research as well as the medical research. But at the end of the day, what we found was for any complex adaptive system, like a human cell, or a person or a team, they go through different states. And they're moved from one state to the next by some kind of intervention. And so, if you understand what causes those changes… turned out in the case of cancer, there were four different states that led to a tumor. And in every state, there were certain interventions, and if you knew what they were, you could prevent them and prevent cancer. Or you could even, to my surprise, take a cancer cell and make it go backward into a normal cell. So, this fundamental understanding is the theory behind Scrum. So, while I'm doing this all at the medical school, a large banking company came by and said, ‘you know, over the medical school, you guys have all the knowledge about the technologies; the new technology, we're using (for) banking, you're using for research.' And they said, ‘you guys have all the knowledge but we have all the money and they made me an offer to come join the bank'    Ula Ojiaku: [Laughs]You couldn't refuse Jeff Sutherland: Not just me, it was my family. So, I wind up as Vice President for Advanced Systems, which was effectively was the CTO for 150 banks that we were running across North America.   Each was, you know, a dozen, 50, 100 branches. And of course, we were mainly doing the software, installation and support to run the banking operation, which is largely computer stuff – (this) is what banks run off. And as we're building these systems with hundreds and hundreds of developers, one of the first things I noticed is that all the projects were late. And I look at what they're doing. And they're using this process where they spend, you know, six months defining requirements, and then they put all the requirements into a Gantt chart. And then they, they plan on taking six months to build something, but it's never done. Because as soon as they start testing that they find there's all kinds of things that are broken. So, virtually every single project of the bank is late. So, as a head of technology, one day I walked into the CEO's office and I said, ‘Ron,  have you noticed all your projects are late?' He said, ‘Yes'. He says, ‘Every morning at least five CIOs or CEOs of the banks, they call me up.' And he says, ‘they scream at me.' I said, ‘wow', I said, ‘You know, it's going to get worse, not better. Because these guys are using this, these Gantt Charts.' And I showed him one. And then being a mathematician, I mathematically proved that every project would be late at the bank. And he was stunned. And he said, ‘what should I do?' I said, ‘we need a completely different operating system in the bank.' This is back in 1983. ‘Let's take one business unit. Let's take the one that's losing the most money, okay, the worst business unit' Ula Ojiaku: They have nothing to lose then. Jeff Sutherland: And it was the automated teller division that was rolling out cash machines all over North America. It was a new technology and they had a ton of problems. So, I said, ‘let's take that unit and every one, sales, market, support, installation, we're going to split them down into small teams. And we're going to have Product Marketing come in on Monday with a backlog prioritized by business value. And at the end of the week, on Friday, we're going to deploy to 150 banks.' ‘And I'm going to train them how to land a project every week, just like I trained fighter pilots to land aircraft. I'm going to give them a burndown chart, we're going to throw away the Gantt Chart, I'm going to give them a burndown chart to show them how to land the project.' So, he said, ‘Well, that's gonna be a big headache.' I said, ‘look, the bank needs to be fixed.' He said, ‘Okay, you got it.' So, I took that unit. I told them, ‘I know it's gonna take several weeks,' today we call them sprints, ‘for you to be successful.' Because as new pilots, trained to land, these high-performance jets, they tend to come in high and then they have to come around and try to land again, they over and over, they practice until they can nail it. And it took them six weeks, six sprints to actually nail the end of the week (and) deploy (to) 150 banks. But within six months, it became… it went from the worst business unit in the bank to the most profitable business unit in the bank. And the senior management said, ‘you know, Jeff, here's another 20 million dollars to throw at whatever that thing you're doing  it's the most profitable thing in the bank, we're gonna put more money in that. So that was the first prototype of what we call today Scrum at Scale. Now, I've been CTO of 11, or CTO or CEO of 11 different companies. And for the next 10 years, I prototyped that model and advanced technology teams until in 1993, at a company called Easel Corporation, we found that because of the tooling we were building and selling to customers, we needed to build the tool with what today we call Agile Practice. Ula Ojiaku: Yes Jeff Sutherland: And we need to train the customer to use the tool by having teams do an agile practice. So, in order to train our customers properly in 1993, we actually had to formalize what I've been prototyping for 10 years. And we wrote it down and at the time we were reading this paper, we're going through 1000 papers in the journals I, you know, I had done many new technology. And, in every one of them, you have to read everything that's ever been done so that you can go beyond. You can use everything that's been done, but then you go beyond, okay? Ula Ojiaku: Yeah Jeff Sutherland:  So, it's a tremendous amount of research to launch new technology. And at about the 300th paper in our file, it was a paper out of the Harvard Business Review, which really surprised me, by two Japanese Business School professors, Professors Takeuchi and Nonaka. And in there, they described the best teams in the world. They were lean hardware teams that reminded them of a game of rugby, they said, ‘we're going to call what they're doing Scrum Project Management.' So, I said to the team, ‘we need a name for this thing that we're going to train our customers in, and let's call it Scrum.' And off we went. So, for the next two years, we were actually using Scrum within Easel deploying products. But it was not public, to the general industry. And Easel got acquired by a larger company. And at that time, I felt that this needed to be rolled out into the industry because we had benchmarked it with the best tooling in the world from the leading productivity company, and showed that it was… that (it) went 10 times faster. The quality was 10 times better, which is what you need for a new technology innovation. And so, I felt it was ready to go to the industry as a whole. So, I called up an old friend, Ken Schwaber. And he was a CEO of a traditional Project Management software company, a waterfall (methodology). He sold these methodologies with 303 ring binders, a software package that would make Gantt Charts. So, I said, ‘Ken, I want you to come up and see the Scrum, because it actually works and that stuff you're selling doesn't work – it makes projects late.' And he agreed to come in, he actually came up, he met with me. He stayed for two weeks inside the company, working, observing the Scrum team. And at the end of those two weeks, he said, ‘Jeff, you're right. This really works - it's pretty much the way I run my company.' He said, ‘if I ran my company with a Gantt Chart, we would have been bankrupt a long time ago.' So, I said, ‘well, why don't you sell something to work that works instead of inflicting more damage on the industry?' So, he said so we said ‘okay, how (do) we do it?' I said, ‘it needs to be open source, it needs to be free.' Ken felt we needed to take the engineering practices, many of which appear today in extreme programming… Ula Ojiaku: Yes Jeff Sutherland: …and let Kent Beck (creator of eXtreme Programming, XP) run with them because Kent had been sending me emails, ‘Jeff, send me every...', he had been following the development of Scrum, ‘…send me everything on Scrum, I'm building a new process. I want to use anything that you've done before and not try to reinvent anything.' So, he (Ken Schwaber) said, ‘let Kent take the engineering practices, we'll focus on the team process itself.' And we agreed to write the first paper on this to present at a big conference later that year. And writing that paper was quite interesting. Ken visited DuPont Chemical Corporation, the leading Chemical Process Engineers there that they had hired out of academia to stop chemical plants from blowing up. And when Ken met with them, they said, describe what we were doing in the software domain. They said, ‘you know, well, that process that traditional project management is a Predictive Process Control System. We have that in the chemical industry.' ‘But it's only useful if the variation in the process running is less than 4%.' They said, ‘do you have less than 4% change in requirements while you're building software?' Ken says, ‘no, of course not! It's over 50%!' And they started laughing at him. They said, ‘your project's going to be exploding all over the place.' ‘Because every chemical plant that has blown up has been somebody applying a predictive control system to a system that has high variability. You need to completely retrain industry to use Empirical Process Control, which will stop your projects from blowing up. And they said, here it is, here's the book, they had the standard reference book for Chemical Process Engineering. And in there, there's a chapter on Empirical Process Control, which is based on transparency, inspection, and adapting to what's happening in real time. Okay, so those are the three pillars of Scrum that are today at the base of the Scrum guide. Ula Ojiaku: Do you still remember the title of the book that the chemical engineers recommended to Mr. Schwaber by any chance? Jeff Sutherland: Yeah, so I have a, when I do training, I have a slide that has a picture of the book (Process Dynamics, Modelling and Control). It's written by Ogunnaike and Ray. But that is the root of the change that's gone on in the industry. And so then from 1995, forward, Ken and I started working together, I was still CTO of companies. And I would get him to come in as a consultant and work with me. And we'd implement and enhance the Scrum implementations in company after company after company. Until 2001, of course, Scrum was expanding but Extreme Programming in 2001, was actually the most widely deployed. They were only two widely-deployed agile processes at the time of Scrum and Extreme Programming. Extreme Programming was the biggest. And so, the Agile Manifesto meeting was convened. And it had 17 people there, but three of them were Scrum guys - that had started up Scrum, implemented it in companies, four of them were the founders of Extreme Programming. And the other 10 were experts who have written books on adaptive software development or, you know, lightweight processes, so, industry experts. And we, we talked for a day and everybody explained what they were doing and there was a lot of arguments and debate. And at the end of the day, we agreed because of this book, Agile Competitors, a book about 100 hardware companies - lean hardware companies, that have taken Lean to the next level, by involving the customer in the creation of the product. And we said, ‘we think that we all need to run under one umbrella. And we should call that Agile.' Ula Ojiaku: So, did you actually use the word umbrella in your (statement)? Oh, okay. Jeff Sutherland: Often, people use that right? Ula Ojiaku: Yes, yes Jeff Sutherland: Because at the time, we had Agile and Extreme Programming, and now everybody's trying to come up with their own flavor, right?  All under the same umbrella of ‘Agile'. And that caused the both Scrum and Extreme Programming started to expand even more, and then other kinds of processes also. But Scrum rapidly began to take dominant market share, Scrum today is about 80% of what people call Agile. The reason being, number one, it was a technology that was invented and created to be 10 times better. So, it was a traditional new technology developed based on massive amounts of research. So, it worked. But number two, it also scaled it worked very well for many teams. I mean, there are many companies today like Amazon that have thousands of Scrum teams. And Extreme Programming was really more towards one team. And (reason number) three, you could distribute it across the world. So, some of the highest performing teams are actually dozens of teams or hundreds across multiple continents. And because of those three characteristics, it's (Scrum has) dominated the market. So that brings us to in 2006, I was asked by a Venture Capital firm to help them implement Scrum in their companies, they felt that Scrum was a strategic advantage for investment. And not only that, they figured out that it should be implemented everywhere they implemented it within the venture group, everybody doing Scrum. And their goal was to double their return on investment compared to any other venture capital firm. They pretty much have done that by using Scrum, but then they said, ‘Jeff, you know, we're hiring you as a consultant into our companies. And you're a CTO of a healthcare company right now. And we don't want to build a healthcare company, we want to build a Scrum company.' ‘So, why don't you create Scrum Inc. right here in the venture group? We'll support it, we'll do the administrative support. We'll write you a check - whatever you want.' So, I said, ‘well, I'm not going to take any money because I don't need it. I understand how that works. If the venture capital firm owns your company, then (in the) long term, you're essentially their slave for several years. So, I'm not taking any money. But I will create the company within the venture group. If you provide the administrative support, I'll give you 10% of the revenue and you can do all the finances and all that kind of stuff. So, that's the way Scrum Inc. was started to enable an investment firm to launch or support or invest in many dozens of Scrum companies. Ula Ojiaku: That's awesome Jeff Sutherland: And today, we're on the sixth round of investment at OpenView Venture Partners, which was the company the six round is 525 million. There's a spin out from OpenView that I'm working with, that has around this year, 25 million. And over the years, just co-investing with the venture group I have my own investment fund of 50 million. So, we have $570 million, right this year 2021 that we're putting into Scrum companies. Agile companies, preferably Scrum. Ula Ojiaku: Now when you say Scrum companies is it that they facilitate the (Scrum) training and offer consulting services in Scrum or is it that those companies operate and you know, do what they do by adopting Scrum processes? Jeff Sutherland: Today, Scrum Inc sometimes help some of those companies, but in general, those companies are independently implementing Scrum in their organizations.   Ula Ojiaku: Right Jeff Sutherland: And okay, some of them may come to Scrum training, maybe not. But since Scrum is so widely deployed in the industry, Scrum Inc, is only one of 1000 companies doing Scrum training and that sort of stuff. So, they have a wide variety, wide area of where they can get training and also many of the startups, they already know Scrum before they started the company. They are already Agile. So, what we're interested in is to find the company that understands Agile and has the right team players, particularly at the executive level, to actually execute on it. Ula Ojiaku: No matter what the product or services (are)… Jeff Sutherland: Products or services, a lot of them are software tooling companies, but some of them are way beyond that, right? So, turns out that during COVID… COVID was a watershed. The companies that were not agile, they either went bankrupt, or they were crippled. That meant all the Agile companies that could really do this, started grabbing all the market share. And so, many of our companies, their stock price was headed for the moon during COVID. While the non-agile companies were flatlined, or are going out of business, and so the year of COVID was the best business year in the history of venture capital because of Agility. So, as a result, I'm spending half my time really working, investing in companies, and half of my time, working with Scrum (Inc.) and supporting them, helping them move forward. Ula Ojiaku: That's a very impressive resume and career story really Dr. Sutherland. I have a few questions: as you were speaking, you've called Scrum in this conversation, a process, a tooling, the technology. And you know, so for some hardcore Agilists, some people will say, you know, Agile is all about the mindset for you, what would you say that Scrum is it all of these things you've called it or would it be, you know, or it's something (else)...? Jeff Sutherland: So, certainly the (Agile) mindset is important. But from an investment point of view, if the organization can't deliver real value, quickly, agile is just a bunch of nonsense. And we have a huge amount of nonsense out there. In fact, the Standish group has been publishing for decades. 58% of Agile teams are late over budget with unhappy customers. So, when you get these hardcore Agilist, that are talking about mindset, you have to figure out ‘are they in the 42% that actually can do it or are they in the 58% that are crippled?' My major work with Scrum Inc. today is to try to get to fix the bad Scrum out there. That is the biggest problem in the Agile community. People picking up pieces of things, people picking up ideas, and then putting together and then it doesn't work. That is going to that's going to be really bad for agile in the future. If 58% of it continues not to work. So, what we found, I mean, it was really interesting. Several years ago, the senior executive (of) one of the biggest Japanese companies flew to Boston wanted meet with me. And he said to me, ‘the training is not working in Japan for Scrum.' He said, ‘I spent 10 years with Google, in Silicon Valley. So, I know what it looks like what actually works. And I can tell you, it's not working in Japan, because the training is… it's not the training of the Scrum that is high performing. And in fact, our company is 20% owned by Toyota, and we are going to be the trainers of Toyota. And we cannot deliver the training that's currently being given to Toyota, it will not work, it will not fly. And we want to create a company called Scrum Inc. Japan. And we're a multibillion-dollar company, we're ready to invest whatever it takes to make that happen.' To give them the kind of training that will produce the teams that Takeuchi and Nonaka were writing about in the first paper on Scrum. And as we work with them to figure out what needs to be in that training, we found that the Scrum Guide was only 25% of the training. Another 25% was basic Lean concepts and tooling, right? Because the original Scrum paper was all about Lean hardware companies. So Lean is fundamental to Scrum. If you don't understand it, you can't do it. And then third, there are certain patterns of performance that we've developed over the years, we spent 10 years writing a book on patterns - Scrum patterns. And there's about a dozen of those patterns that have to be implemented to get a high performing team. And finally, scaling to multiple teams. It turns out, right about this time I started working with the Japanese, I was at a conference with the Agile Leadership from Intel. And they told me that they'd introduced Scaling Frameworks into Intel division, some of which had more than 500 Scrum teams in the divisions and the Scaling Frameworks had slowed them down. And it made the senior executives furious and they threw them all out and they said, we did not want to hear the word Scrum at Intel anymore. But you guys need to go twice as fast as you're going now. So, they came to me, they said, ‘we're desperate. We have to go twice as fast. We can't even use the word “Scrum”. What should we do?' And they blamed me, they said, ‘Sutherland you're responsible you caused problem, you need to fix it.' So, I started writing down how to do what today we call Scrum at Scale. And everybody, you know, most of those people in the industry were implementing IT scaling frameworks. They were all upset. ‘Why are you writing down another framework?' Well, it's because those IT frameworks do not enable the organization to show Business Agility, and win in the market. And in the best companies in the world, they're being thrown out. So, I've had to write down how do you add, how do you go to hundreds and thousands of Scrum teams - and never slow down as you're adding more and more teams. You know, every team you add is as fast as the first team when you start. Yeah, that's what Scrum at Scale is all about. So, there's two primary things that I'm focused on today. One is to fix all this bad Scrum. Second is to fix the scaling problem. Because it turns out that if you look at the latest surveys from Forbes magazine, and the Scrum Alliance on successful Agile transformations - I learned recently, that almost every company in the world of any significance is going through an Agile transformation or continuing transformation they'd already started years ago. And 53% of them do not meet management expectations. And the MIT Sloan Business Review did an analysis of what happens if an agile transformation fails, and 67% of those companies go out of business. So, this is becoming really serious, right? To be successful today, if you're competing in any significant way, you have to be agile. And number two, if you try to be agile and fail, you have a 67% chance going out of business. And the failure rate is 53%. So, this is the problem that we're wrestling with. And half of that 53% failure is due to the bad Scrum we talked about, but the other half is due because of the leadership not being Agile. Ula Ojiaku: I was just going to say, as you said something about the leadership not being agile. In my experience, you know, as an agile coach in some organizations whilst the teams would embrace you know, Scrum and embrace Agility - the practices and the processes and everything. There's a limit to, you know, how much they can get done… Jeff Sutherland: Absolutely… Ula Ojiaku: …if the leadership are not on board. So… Jeff Sutherland: …you hit this glass ceiling. So, I've been, you know, giving presentations on Agile Transformations around the world. And I can remember multiple times I've had 300 people in the room, say, and I say okay, ‘How many of you are agile, in Agile transformations or continuing the ones you'd started?' Of course, everybody raises their hand. ‘How many of you have waterfall traditional management that expects you to deliver all the old Gantt Chart reports that we always got, and don't understand what you're doing?' There's 300 people in the room and 297 people raised their hand. I said, ‘you need to give your leadership the book by Professor Kotter called Accelerate.' Professor Kotter is one of the leading change experts of the world. Ula Ojiaku: And he also, yeah, He also wrote ‘Leading Change' as well - the book, yes. Jeff Sutherland: And in that book, he says, if the leadership of the Agile part of the organization is traditional in their mindset and requirements, the Agile Transformation will eventually fail 100% of the time. Ula Ojiaku: Those are sobering statistics in terms of, you know, the failure rate and how much of you know the success hinges on business agility and the leadership being agile as well and taking the time to know and care what it means. Yeah. Jeff Sutherland: And what's happening is that the Agile Leadership today, if you look at some of the companies that have been most successful during COVID, one of them is John Deere Corporation, the biggest farm equipment manufacturer in the world, probably the oldest. Their stock price went up more than Amazon during COVID. And the board of directors gave their Agile Leadership, the Agile Coaches, Scrum Masters, the highest award in the Corporation for producing that result. So that's another reason I'm trying to communicate to Agile people. The success and survival of your company depends on you. You think your management's going to save you but no, if they are old-style people, they are going to run that company out of business. And you need to either save it before it goes out of business or run to another company before bad things happen. Ula Ojiaku: It's impressive that, you know, John Deere being a farm equipment manufacturer… I think they were ahead of the curve you know, (compared to some of their contemporaries in that industry as well) and embraced agile ways of working. Do you know how their Agile Leadership were able to quantify their contributions to the company? Jeff Sutherland: John Deere started to get Agile more than 10 years ago. So, they've been at it a long time. But in recent years, they really started to build… build internally… Agile leadership, you know, based on my work and they started applying that across the company. I mean, the major focus has not been software actually – it's been in other parts of the company. What has to happen to run a company that's building tractors? Well, there's all kinds of things that have to happen, you know - purchasing, there's legal, there's acquiring all the pieces, it's putting them together at the assembly line, you know, software is a piece of it. You know, that's probably the easiest piece to fix with Agile, it's the rest of the company that's the challenge. They have started doing that really well which is reflected in their stock price. Ula Ojiaku: Amazing. So, you said something about you know, you're out to fix a couple of things, the problem with bad Scrum out there. And, you know, the problem with scaling agile. Jeff Sutherland: Right Ula Ojiaku: So, with respect to the first one, the point about bad Scrum, what in your experience would be the root cause of bad Scrum implementations in organizations? Jeff Sutherland: There're about 11 things, that if you fix them, the team will go twice as fast. And it's multiplicative. So, you know, we have extensive data on, you know, really big companies. What's the difference between the fastest team and the slowest teams? The fastest teams are 2000 times faster than the slowest teams. So why is that? Well, first, the team has to be small. The optimal team size is four or five people. If you have a 10-person team, that's going to take at least 50% longer to get anything done. If you go out, look at the team size, you'll see companies have even not only ten-people teams, they have 15 people in a team, 25 people in a team, okay? Those teams are never gonna meet Agile performance. Second, the backlog needs to be really ready in a sense of small, it's clearly understood, it's properly prioritized. So, you need somebody managing that backlog that can get it right, because we have extensive data for multiple case studies showing the team's production doubles immediately. As soon as you get that backlog right. So you go into many companies, you'll see, there's still arguing about what's the top priority, right? Or everything's top priority. That's just gonna create a massive mess. Third, teams are constantly interrupted. You know, the only teams I know that aren't interrupted are people… these teams and defense contractors working on top secret stuff. And they work in a locked room, the door, it says ‘no managers can enter' and they don't get interrupted. But for the rest of us, there's always somebody coming in wanting something else done. And there's a way to manage that using a pattern we call the interrupt buffer. And if you don't have that pattern implemented properly, you're gonna go half as fast. If you're lucky, you might go half as fast. Ula Ojiaku: And what do you say the Scrum Master has a part to play in making sure the interrupt buffer is there and it's enforced? Jeff Sutherland: The scrum master needs to set this all up. Fifth, in high performing teams, we see this pattern called swarming, where multiple people are working on a story together. That increases the process efficiency, which doubles the performance of the team. So, if people are specialists working independently, that team is going to be really slow. So I'm up to number five, there are six more things, but you probably want to go through them. It's very clear, what makes agile teams suck, we know exactly why. And it needs to be fixed. So, I appeal to anyone listening to this help fix bad agile, it's hurting us all. Ula Ojiaku: Thank you for sharing that. Would this be in any of any of your books or in any of your articles that you've written? Jeff Sutherland: Yeah, it's everywhere and (in) everything I've written, but the best summary, it's the red book Scrum … Scrum, The Art of Doing Twice the Work and Half the Time And we've had people pick, pick this up. A CEO in Kenya came to New York to one of my courses, he said, ‘Jeff, I just read your book. And I'm CEO with three new energy startups in Kenya. And my teams implemented that, and they're going… they're doing three times the work and a third of the time. So, your book is too conservative.' He says to me, this guy, he only read the book, he had no training. So, this book is enough to really get off on the right foot. And if you're having problems, it's enough to fix things. In fact, recently before COVID when we could get everybody together, we had an Apple employee in the class and she said, Jeff, do you know why Apple always meet its states? I said, no, you know, Apple is really secretive. They don't tell anybody anything. She says ‘it's because they do Scrum by the book.' So, I said, ‘What book?' She says, ‘The Red Book - Scrum, The Art of Doing Twice the Work and Half the Time - they do it exactly by the book.' So, again, my message to the Agilists out there: Apple is winning. They are the most valuable company in the world. And it's because they do Scrum exactly by that book. So, you probably should read it. Ula Ojiaku: Definitely. So going by the book, would you say there's any wriggle room for adapting to one's context, or is it about you know, going, ‘check- we've done page 123…' Jeff Sutherland: Well, the whole thing about adapting is fundamental to Scrum. So, one of the things I'm constantly doing in my talks, training, is I'm going back to before Scrum and reading a paper from the leading researchers on complex adaptive systems, in which they mathematically proved, you model things on the computer, that systems evolve more quickly, if they have more degrees of freedom, up until you hit a boundary where the system goes into a chaotic state. So, from the very beginning in Scrum, maximizing the freedom and the decision capability of the team has been fundamental. And we talked about this as self-organization. Now, unfortunately, that term has been so misused, misunderstood that we had to take self-organization out of the Scrum guide. And what we inserted was self-managing. And we put next to it goals, okay, the theme is self-managing to achieve a goal. And to make that happen, they need a commitment to do that. And so, this is one of the fundamental things for Agile teams that work that they have that self-managing commitment to achieve a goal. And the teams that are not working, they're fuzzy about that, right. So, we want the maximum degree of adaptation, the thing that they don't want to change is the basic structure that's in the red book, if they change that, it has the control mechanisms to allow the maximum degree of self-organization - not to go off the rails. Ula Ojiaku: Right. Jeff Sutherland: So, we see a lot of Agilists, ‘oh, you know, let's just tweak the framework this way or that way.' And then the self-organization takes a team off the rails, and then they fall into that 58% that can't deliver, they're late, they're over budget, the customers aren't happy. And so, this is the really one of the hardest things to communicate to people. There're certain things that you absolutely have to be disciplined about. You have to be more disciplined to get a great Agile team than in all ways of working. And that discipline is what allows the maximum degree of self-organization and self-determination, right? So, understanding those two things together, you know, it makes it makes people's brain explode, right? It's hard. Ula Ojiaku: But it works. Jeff Sutherland: But it works right.  Ula Ojiaku: You've already mentioned a lot of books in the course of this interview session, and these would be in the show notes. So, would there be anything any final word of advice you'd have for the leaders that would be listening to this podcast in terms of their transformation journey? Jeff Sutherland: So, one of the things we did to Scrum at Scale is that the difference between that and most of the other scaling frameworks is that it's all about the leadership. So, we need an operating leadership team, that is a Scrum team that needs a Scrum Master, a Product Owner, backlog. And its objective is to improve the Agile implementation of the organization. On the prioritization side, we need a leadership team that, led by a Chief Product Owner, that is prioritizing backlog across the organization. So, you know, I've had the Chief Product Owner of Hewlett Packard in my course, he had a $200 billion portfolio. He learned from that class. Says this class is pretty good.' He said, ‘In just one slide I figured out how to get $20 billion more a year with no additional resources'. Just by understanding how to work the framework right? At the $200 billion level. Ula Ojiaku: And you're talking about the Scrum at Scale course, right? Jeff Sutherland: No, this was a product owner course. Product Owner course. He came to it. We're now doing a Scrum at Scale… we're actually doing a Chief Product Owner course. So, a Product Owners at Scale course which it has been really well received by the leading Agile Practitioners. (They) really like that because they need to work more in the large than in the small often. Ula Ojiaku: Definitely. That means this available on the Scrum Inc site? Jeff Sutherland: Yes. Ula Ojiaku: Okay. Jeff Sutherland: So, one of the things I would recommend I would really recommend is the Scrum Field Book. It's a bunch of case studies for organizations, large and small, that have tried to take the whole organization to Scrum. Well, thank you so much, Dr. Sutherland - it's been a great pleasure having you and hopefully we could have a you know, follow up conversation sometime. Jeff Sutherland: Yes. Thanks for inviting me and glad to do it again. Ula Ojiaku: That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com. Also share with friends and leave a review. This would help others find the show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com. Till next time, take care and God bless!    

FEEL GOOD STORY - HELP A STANDISH BABY by 101.9POR

Leighann never set out to learn so much about deconstruction but when her own daughter began the tumultuous journey, she was motivated to dig deep in hopes of reconnecting with her. On this episode (that completes our series on deconstruction), Leighann's daughter, Selah Standish share her candid response to Leighann's previous 3 episodes. Selah and Leighann are starting a new podcast together where they will go much deeper into this conversation. The are calling their new podcast, Love works! HARD!! Stay tuned for the premier of this podcast soon. The book Leighann mentions in this podcast is The Great Dechurching, Who's leaving, Why are They Going? and What Will It Take to Bring Them Back?

Leighann never set out to learn so much about deconstruction but when her own daughter began the tumultuous journey, she was motivated to dig deep in hopes of reconnecting with her. On this episode (that completes our series on deconstruction), Leighann's daughter, Selah Standish share her candid response to Leighann's previous 3 episodes. Selah and Leighann are starting a new podcast together where they will go much deeper into this conversation. The are calling their new podcast, Love works! HARD!! Stay tuned for the premier of this podcast soon. The book Leighann mentions in this podcast is ⁠⁠The Great Dechurching, Who's leaving, Why are They Going? and What Will It Take to Bring Them Back?

Leighann never set out to learn so much about deconstruction but when her own daughter began the tumultuous journey, she was motivated to dig deep in hopes of reconnecting with her. On this episode (that completes our series on deconstruction), Leighann's daughter, Selah Standish share her candid response to Leighann's previous 3 episodes. Selah and Leighann are starting a new podcast together where they will go much deeper into this conversation. The are calling their new podcast, Love works! HARD!! Stay tuned for the premier of this podcast soon. The book Leighann mentions in this podcast is ⁠The Great Dechurching, Who's leaving, Why are They Going? and What Will It Take to Bring Them Back?

Sghirripa's trainer says an inside draw and the Flemington straight hold no fears for his star sprinter in The Standish. See omnystudio.com/listener for privacy information.

The Rockspur Eleven by Burt L. Standish audiobook. A fine football story for boys. This is another dime novel from the author of the Frank Merriman series. Learn more about your ad choices. Visit megaphone.fm/adchoices

Hometown Radio 11/27/23 4:30p: LeAnn Standish from SLOMA then Spotlight on the Vocal Arts Ensemble

Ashley Standish Higgins was a 19 year old from Costa Mesa, CA. She was a rebellious type but was very close to her family. On or around November 6, 1982, Ashley allegedly took a trip to Las Vegas with a female friend. The friend returned, Ashley did not. She was never seen again. Website: https://www.theashleyhigginsproject-speaklife.com/ Charley Project: https://charleyproject.org/case/ashley-standish-higgins NAMUS: https://www.namus.gov/MissingPersons/Case#/17651?nav Richard Johnson's Colorado Case: https://case-law.vlex.com/vid/people-v-johnson-no-893173033 If you have any information concerning the disappearance of Ashley Higgins, please contact the Costa Mesa Police Department at (714) 754-5000. Join this channel to get access to perks: https://www.youtube.com/channel/UCz4bh2ppqACeF7BdKw_93eA/join --Unfound plays on Spotify, iTunes, Stitcher, Instagram, Twitter, Podbean, Deezer, Google Play and many other podcast platforms. --on Monday nights at 9pm ET, please join us on the Unfound Podcast Channel for the Unfound Live Show. All of you can talk with me and I can answer your questions. --Contribute to Unfound at Patreon.com/unfoundpodcast. You can also contribute at Paypal: paypal.me/unfoundpodcast --email address: unfoundpodcast@gmail.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Are you now, or have you ever, struggled with codependency? Are you the one responsible for everything? Do you volunteer excessively, or find yourself always making sure that everyone else in your life is taken care of, even if it is to your detriment? If so, today's guest is here to help you (or maybe someone you know) flip the script! Jennifer Standish joins me to discuss her life as the daughter of a narcissistic mother, how it shaped her life, and how learning to give yourself permission is the key to recovery. Jennifer shares:  Her plan to be the next “Chicken Soup For…” and how that turned her into a full-fledged author Although she had just graduated from college, Jennifer found herself lost and broken due to her upbringing. She knew she needed to make a change… You do not have to live by your programming How to assess and recreate your own life rules Interested in learning more on breaking the cycle of codependency? Join us now! Tune in on your favorite listening app, on the website, or watch it on YouTube! About Jennifer Standish Jennifer Standish is the author of Permission Granted: Live Your Life Full of Joy and Peace, a book that offers readers practical advice on how to create an amazing life regardless of their past experiences. She is also the Founder and President of Give Yourself Permission, which helps women create new rules for their lives, so they can overcome limiting attitudes that prevent them from achieving career success and finding happiness.  Connect with Jennifer LinkedIn: https://www.linkedin.com/in/jenniferstandish/ Website: https://www.jenniferstandish.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Do you have beliefs about yourself and your life that keep you stuck? Do you find yourself longing to do something bigger with your life or break out of your comfort zone but continually feel pulled back into old habits and patterns? Well, you may be experiencing the effects of limiting beliefs in your life. In this episode of Unconditionally Worthy, I welcome Jennifer Standish, author, and personal transformation expert. Listen in as we have a candid discussion about the most common limiting beliefs, how claiming our worth can dismantle those beliefs, and the importance of giving yourself permission to change your mind. IN THIS EPISODE, WE TALK ABOUT…Jennifer's self-worth journey: the impact of being raised by a narcissistic mother and her own divorce.The three most common limiting beliefs: “I'm not good enough”, “I can't fail” and “I must please everyone. Limiting beliefs both Jennifer and Dr. Adia have navigated. Practical strategies for overcoming limiting beliefs. and more!Relevant Resources:Enroll to the Date Yourself course: 4 Weeks to a Healthy Relationship With You: www.unconditionallyworthy.com/dateyourselfClaim your free e-guide: How to Overcome Low Self-Worth & Imposter Syndrome: www.dradiagooden.com/impostersyndromePermission Granted: Live Your Life Full of Joy and Peace by Jennifer Standish https://www.amazon.com/Permission-Granted-Live-Your-Peace/dp/1955272662If you enjoyed this discussion, share it with a loved one, then…Leave a Rating & Review on Apple Podcasts and Spotify to show your love to The Unconditionally Worthy Podcast!Stream & Download The Unconditionally Worthy Podcast NOW for FREE on Apple Podcast, Google, Stitcher, Pandora, and Spotify!To connect further with Jennifer:Connect with her on LinkedIn: https://www.linkedin.com/in/jenniferstandish/To connect further with me:Visit my website: https://www.dradiagooden.com Follow me on Instagram: https://www.instagram.com/dradiagooden Connect with me on Linkedin: https://www.linkedin.com/in/adiagooden/Subscribe to my YouTube channel: https://www.youtube.com/channel/UCURnbYiU8WTj_2RlMIyER0w Watch the full interview on YouTube: https://youtu.be/612ZcJeUNaYRead the show notes and transcript here: https://dradiagooden.com/episodearchive/93

Episode 31: Ms. Elphick joined the Partnership for Public Health in 2014 working as an Options Counselor for the Belknap County ServiceLink office. Before joining PPH, Ms. Elphick was a Forensic Interviewer with the Merrimack County Advocacy Center in Concord, NH. She holds a Master of Arts Degree in Justice Studies from the University of New Hampshire in Durham, and a Bachelor of Arts Degree in Psychology (Summa Cum Laude) from Saint Joseph's College of Maine in Standish, ME. Links:Service link National toll-free NO to access long term services: 1-866-634-9412Find all Service link info and addresses: www.servicelink.nh.govSample Letter  What's Next?What are your questions about Service Link? Share your questions with us at info@seniorityauthority.org or find us on your favorite social media platform Stay Connected:Cathleen ToomeyLinkedIn:Cathleen ToomeyWebsite:Seniority AuthorityFacebook:Seniority AuthorityInstagram:seniorityauthoritySubscribe to our podcast + download each episode on Stitcher, Apple Podcasts, Google Podcasts and Spotify.

There are many chapters to Ryan Standish's path through cycling, but beginning in Australia at the age of two straight up through the present, there are a book full of anecdotes along the way. From the pursuit of Olympic mountain bike dreams to a shot at the World Tour to the current ambiguous endurance off-road scene, Ryan mixes his passion for cycling with close-to-the-heart interest in giving back with his fledgeling company, Rocket Sloth. Check that out at www.rocketslothco.com Visit www.drinkag1.com/tedking to try out AG1

Jay Standish is an entrepreneur and co-founder of OpenDoor Coliving. For nearly ten years with that company, he was a pioneer in the business of professionally-run community housing. OpenDoor started by leasing a single home and eventually came to operate over 400 units in three states. In December of 2022, Jay and his business partner Ben Provan closed the business after a challenging, but successful run. Jay and show host Neal discuss Jay's first major experiences with nature and the outdoors—40 day canoe expeditions in Canada that he did as a teenager. Since then, Jay has loved the feeling of being a part of a group working together and he sought to give people that experience when he launched OpenDoor Coliving, and began renting out rooms in mansions in the Bay Area. They discuss the many benefits of communal living and the many challenges the business presented: raising capital, managing community members' relationships, and designing the ideal coliving space. For more information about Jay's work, visit jaystandish.com.

We'd like to thank Richardson Automotive of Standish and Gladwin, MI for their support! Join our Membership below! Website: www.coachsedge.coach Email: contact@cramerbasketball.com Camps: www.Cramerbasketball.com Online Training: https://cramerbasketball.mypthub.net/3/p/133059 Twitter.com/coachsedge1 Twitter.com/cramerbball Facebook.com/cramerbasketball Youtube.com/cramerbasketball Instagram.com/cramer_basketball Basketball coach basketball podcast basketball strategy Player development zone offense zone defense pressing pressure defense program building team defense pack line defense baseline defense zone defense 1-3-1 defense basketball united slapping glass coaching tips teach hoops how to coach basketball basketball podcast youth basketball basketball camps basketball immersion training basketball shooting tips basketball conditioning shooting drills ball handling drills passing drills basketball drills basketball workouts basketball drills youth basketball basketball drills open gyms shootouts scrimmages man to man defense basketball officials and deep dive refs sports psychology shot selection dribble drive offense shooting coach free throws

In this podcast episode, Executive & Leadership Coach Kc Rossi interviews Leadership & Career Coach Jennifer Standish about overcoming limiting attitudes, self-advocacy, and confidence building. Jennifer shares her personal experience of being raised by a narcissist and the impact it had on her life and career. The two coaches offer tips on how to gain clarity and pause to make better decisions, build confidence in business and sales, and develop a success mindset. Jennifer emphasizes the importance of authenticity, integrity, and a desire to serve when approaching potential clients, and encourages people to stay in the game for long-lasting success. You will learn: Ways to traverse the effects of the past The power of self-advocacy Effective confidence-building tips Keys to a salesperson's mindset Strategies to succeed at cold calling About Jennifer: Jennifer is the author of Permission Granted: Live Your Life Full of Joy and Peace, a book that offers readers practical advice on how to create an amazing life regardless of their past experiences. She is also the Founder and President of Give Yourself Permission, which helps women create new rules for their lives, so they can overcome limiting attitudes that prevent them from achieving career success and finding happiness. Jennifer was raised by a narcissist who made her believe she was stupid and destined to fail. She had two eating disorders and was suicidal by the time she was 16 years old, and at 23, she suffered from imposter syndrome, which resulted in a psychological breakdown that prevented her from working for four years. As a result, she has been a student of habits that lead to a meaningful life and career for 20+ years, and what makes her unique is that she practiced and refined the life mastery principles she teaches for years before deciding to share them with others. Connect with Jennifer Episode Mention: Permission Granted: Live Your Life Full of Joy and Peace About Kc: Kc Rossi is a Wholistic Leadership Coach who helps female mission-driven CEOs optimize their performance, productivity, and profits while staying in alignment with their purpose. She's been a full-time entrepreneur since 1991 and has built six and 7+ figure businesses. Kc is a Certified Mindset Coach, Emotional Intelligence Practitioner, and is trained in Neuro-Linguistic Programming, which allows her to bring deep insight to her coaching. Kc is the Founder of The Soulprint Method®, an approach that profoundly helps teams develop trust, improve communication, and amplify engagement. She is the host of 5-star Women Developing Brilliance® — The Spirit of Business podcast; a show dedicated to cultivating confidence, increasing visibility, elevating vibration, and leading with purpose. When she is offline, you can find her meditating, whipping up plant-based eats or hiking the Finger Lakes Trail in Upstate, New York. Kc is an Executive Contributor of Brainz Magazine. Her work has been highlighted in ABC, NBC, CBS, FOX, Thrive Global, SmallBizDaily, and the International Journal of Professional Holistic Aromatherapists.

Have you ever felt like you can't give yourself permission? Permission to change, grow, stand up for yourself, or move on?Jennifer Standish is a Personal transformation expert and the author of Permission Granted: Live Your Life Full of Joy and Peace, a book that offers readers practical advice on how to create an amazing life regardless of their past experiences. She is also the Founder and President of Give Yourself Permission, which helps women create new rules for their lives, so they can overcome limiting attitudes that prevent them from achieving career success and finding happiness.Jennifer's goal is to help women rebuild their lives after a suicide attempt. She says she likes anything that helps people get unstuck and gain clarity. But you will soon learn that Jennifer is so much more than her outward accomplishments.In today's interview, Jennifer shared:her inspirational story of how she overcame narcissistic parental abuse, imposter syndrome, suicidal depression, panic attacks, co-dependency, anxiety, and self-limiting beliefs to start two thriving businesses and write a bookhow she inspires others who are struggling with mental illness to also transform their lives.how to gain clarity on what is holding you back and what happens when you permit yourself to live life on your own terms.the habits, if practiced daily, that can help you dramatically change your life for the better if you're struggling with mental health issues.She says, "I'm not looking to help people in crisis, only after they decide they want to live.” Learn more and connect with Jennifer here: https://www.linkedin.com/in/jenniferstandish/ Get bonus content on Patreon Hosted on Acast. See acast.com/privacy for more information.

According to https://positivepsychology.com/narrative-therapy/ Narrative therapy is a form of therapy that aims to separate the individual from the problem, allowing the individual to externalize their issues rather than internalize them. Reality is socially constructed, which means that our interactions and dialogue with others impacts the way we experience reality.Reality is influenced by and communicated through language, which suggests that people who speak different languages may have radically different interpretations of the same experiences.Having a narrative that can be understood helps us organize and maintain our reality. In other words, stories and narratives help us to make sense of our experiences.There is no “objective reality” or absolute truth; what is true for us may not be the same for another person, or even for ourselves at another point in time (Standish, 2013).WATCH: www.youtube.com/juliemericaGET A MONTHLY NOTE FROM ME: www.makeyourdamnbedpodcast.comBUY SOME MERCH: https://www.teepublic.com/stores/make-your-damn-bed-podcast?ref_id=27657TUNE IN ON INSTAGRAM FOR COOL CONTENT: www.instagram.com/mydbpodcastOR BE A REAL GEM + TUNE IN ON PATREON: www.patreon.com/MYDBpodcastThe opinions expressed by Julie Merica and Make Your Damn Bed Podcast are intended for entertainment purposes only. Make Your Damn Bed podcast is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. Get bonus content on PatreonSupport this show http://supporter.acast.com/make-your-damn-bed. Hosted on Acast. See acast.com/privacy for more information.

What would you do if, in a vision and guided by God, you were told to sell your home and your belongings, move across the country, and start helping people heal? Didn't that sort of experience end with the Old Testament? Clearly not! Jennifer Standish shares her inspiring story of faith with Refractive's Johnny G, who also had a revelation to leave his old life and follow a new, God-driven path. Jennifer explains how she handled the enormous shock and was able to honor this divine directive, move through her fears, and build a new life and career from the ground up. Find Jennifer's inspiring book "Permission Granted" on Amazon. To learn about how she can help you change your own life, connect with her at LinkedIn.com/in/JenniferStandish or on instagram at @give_yourself_permission. To book host Johnny Guidry for speaking or coaching engagements visit www.RefractiveCoaching.com or email him at johnny@refractivecoaching.com. For similarly themed episodes, try Reshaping Your Life after a Spiritual Awakening or Spiritual Visions with Marlon Fixico.

Permission Granted  Leigh Martinuzzi · 1072 Jennifer Standish – Permission Granted Jennifers Standish is the author of Permission Granted: Live Your Life Full of Joy and Peace is a compilation of permissions that author. Created over the span of 20 years with the goal of building a peaceful and joyous life for herself. Her intention … Continue reading 1072 Jennifer Standish – Permission Granted

Hear a story of a neat, dignified businessman who was driven by "self-preservation." For him, obtaining harmony wherever he worked and lived was of utmost importance. Find out how he finally found peace of mind that passed all understanding, right now on UNSHACKLED!

We discuss:growing up with a mother who has narcissismgrowing up hypervigilant and feeling "robbed of my childhood"overcoming two eating disordersliving through a suicide attemptdaily habits to improve your lifehow to make friends and small talkwhy she felt like a "shell of a human being"being free of imposter syndromehow to call a friend when you're in painwhy you shouldn't date people just because "They like me."Jennifer's bio: Jennifer is the author of Permission Granted: Live Your Life Full of Joy and Peace, a book in which she shares 91 self-limiting beliefs that, as a result of being raised by a narcissistic mother and an enabling father, she learned growing up and realized as an adult that she needed to change to be happy.She is also the Founder and President of Give Yourself Permission, which helps women create new rules for their lives, so they can overcome limiting attitudes that prevent them from achieving career success and finding happiness.Jennifer's narcissistic mother made her believe she was stupid and destined to fail. She had two eating disorders and was suicidal by the time she was 16 years old, and at 23, she suffered from imposter syndrome, which resulted in a psychological breakdown that prevented her from working for four years. She attempted suicide a few years ago, and when this failed, she decided to turn her life around and is now a successful businesswoman and life counselor who is constantly striving to live the best life she can.Jennifer is also a light worker, which is a person who has undergone a spiritual awakening and feels as though they are called to have a deeper purpose in this world, destined to help women who have attempted suicide find peace and joy.Before becoming a transformational coach, she founded Prospecting Works, a successful business that assists salespeople in overcoming cold-call reluctance. Sponsor:Is there something interfering with your happiness or is preventing you from achieving your goals? https://betterhelp.com/leo and enjoy 10% off your first month and start talking to mental health professional today!! 1-on-1 Coaching: If you want go from feeling hopeless to hopeful, lonely to connected and like a burden to a blessing, then go to 1-on-1 coaching, go to www.thrivewithleo.com. Let's get to tomorrow, together. National Suicide Prevention Lifeline988Teen Line (Los Angeles)800-852-8336The Trevor Project (LGBTQ Youth Hotline)866-488-7386National Domestic Violence Hotline800-799-SAFE [800-799-7233]Crisis Text LineText "Connect" to 741741 in the USALifeline Chathttps://suicidepreventionlifeline.org/chat/International Suicide Hotlines: http://www.suicide.org/international-suicide-hotlines.htmlhttps://www.nowmattersnow.org/skillshttps://sobermeditations.libsyn.com/ www.suicidesafetyplan.com https://scaa.club/