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Text us your questions!Is the drive to be better than others making us worse? We talk with theologian Miroslav Volf about his book The Cost of Ambition and explore why comparison-based striving saturates our schools, churches, workplaces, and politics. Volf separates healthy aspiration from superiority-seeking and makes a compelling case for excellence without domination, rooted in agape, i.e., unconditional love that affirms people beyond performance.We dig into the Christ hymn of Philippians 2 and why self-emptying is not weakness but a different kind of strength. Volf shows how resurrection and ascension empower humility rather than feed triumphalism and why honoring everyone is both a spiritual discipline and a democratic necessity. From the academy's “one-up” culture to the marketplace's imitation traps, he argues that obsessing over competitors blinds us to our unique gifts and corrodes joy. Even stalwart capitalists like Warren Buffett warn against competitor-fixation. Volf adds a deeper moral and theological critique as well, drawing on Paul's piercing question: What do you have that you did not receive?We also test his claims against Nietzsche's will to power, happiness research on social comparison, and the rise of Christian nationalism. Is Christ a moral stranger to our priorities? Volf challenges both sides of the aisle to recover mere humanity—Kierkegaard's vision of belovedness before achievement—and to practice agape toward others and ourselves. The result is a bracing, hopeful vision: strive for truth, craft, and contribution, not for status; pursue excellence as stewardship, not self-exaltation.If you're weary of the status treadmill yet still hungry to do meaningful work, this conversation will give you categories, language, and practices to recalibrate your aims. Listen, reflect, and share with someone who needs a healthier way to win. If the episode resonates, subscribe, leave a review, and let us know your thoughts.=====Want to support us?The best way is to subscribe to our Patreon. Annual memberships are available for a 10% discount.If you'd rather make a one-time donation, you can contribute through our PayPal. Other important info: Rate & review us on Apple & Spotify Follow us on social media at @PPWBPodcast Watch & comment on YouTube Email us at pastorandphilosopher@gmail.com Cheers!
“I'm a striver,” poet Alison Luterman, “still striving to grow.” In this interview with the beloved poet, we follow up on our conversation from episode 64 “It's Okay to Not Feel Talented, Keep Going Anyway,Alison tells us about her ongoing singing lessons and how they have changed the way she listens, not only to music but to conversations and the rest of the world. This practice is at the heart of her new collection, Hard Listening. Not only does she read from the book, but she shares about what she learned about creativity from studying the lives of her singing heroes, the interweaving of politics and creative practice, and how to explore and share pleasure in the midst of difficult times.Alison Luterman's four books of poems include The Largest Possible Life; See How We Almost Fly; Desire Zoo; and In the Time of Great Fires. She has published poems in The New York Times Magazine, The Sun Magazine, Prairie Schooner, Nimrod, and many other journals and anthologies. She lives in Oakland, California, where she walks her neighborhood daily, stopping at all the yards where there's a sweet-smelling bush or tree. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emergingform.substack.com/subscribe
“You are allowed to enjoy your life. Satisfaction counts, rest is part of health, and your worth was never meant to be measured by a to-do list, a tracker, or a plate.”Are you tired of feeling like your worth is tied to how productive, disciplined, or “perfect” you are? In this conversation with Dr. Paula Freedman-Diamond, we explore how hustle culture, diet culture, and wellness culture overlap to fuel food struggles, anxiety, perfectionism, and toxic striving - and how you can begin letting go of unrealistic expectations so you can reconnect with your body, values, and joy. This episode will inspire you to slow down, question the standards you're chasing, and start living in a way that actually feels good for you ✨✅ What You'll LearnHow hustle culture, diet culture, and wellness culture overlap to create toxic striving & perfectionismWhy food struggles and anxiety are connected to chasing external validationWhat it looks like to step out of “do more, be more, control more” mode and build self-trustPractical ways to set boundaries that protect your time, energy & self-worthHow to move toward body trust, rest, satisfaction & values-aligned livingWhy your humanity matters more than any productivity hack or diet plan
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
11-10 Papa & Silver Show with John Dickinson - Hour 3: The Rams are the Perfect Model for what the 49ers are Striving to Achieve in a Retool. Plus, Larry Krueger joins the show.See omnystudio.com/listener for privacy information.
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
In this episode of Enneagram at Work, I continue the 9 Types Overview Series with a deep dive into Type 2: Striving to Feel Connected, also known as The Coach in the Awareness to Action framework.We'll explore together how Type 2s build trust, foster belonging, and strengthen relationships at work, and how those same strengths can sometimes lead to burnout or blurred boundaries. Whether you lead with this type or work closely with someone who does, this episode will help you recognize the impact of connection-driven leadership and find the balance between giving and grounding.I also share how the three instinctual biases (Preserving, Navigating, and Transmitting) shape how Type 2s express their feeling need for connection, from behind-the-scenes nurturers to charismatic connectors.What You'll Learn When You ListenThe core motivation behind Type 2's drive to feel connected.How this type's strengths, empathy, generosity, and intuition, help teams thrive.The overused strengths that can create stress, exhaustion, or resentment.The leadership style of The Coach and how Type 2s inspire loyalty and growth.How to give (and receive) feedback in a way that builds trust with a Type 2.How instinctual biases create three distinct expressions of Type 2 energy.Growth insights from their arrows to Type 8 and Type 4, learning to assert boundaries and honor their own emotions.Try This at WorkIf you're a Type 2: Before saying yes to help, pause and ask, “Is this mine to carry?” Practice receiving appreciation without deflection.If you work with a Type 2: Acknowledge their efforts often and clearly. Don't assume they're fine just because they're the ones helping everyone else.For Teams & LeadersType 2s bring warmth, empathy, and emotional intelligence to every workplace — qualities that make collaboration feel human. But they can struggle when their giving goes unreciprocated. Teams thrive when Type 2s are encouraged to express needs, receive support, and celebrate connection as a shared responsibility.---> Note on gender: Type 2 energy is often mislabeled as “feminine,” but connection isn't gendered, it's human. Many men are Type 2s, and their empathy and support can be just as powerful in leadership. Every person, regardless of gender, can bring strength and influence to this type's relational energy.Have a request for a future episode? Drop a text here!
11-10 Papa & Silver Show with John Dickinson - Hour 3: The Rams are the Perfect Model for what the 49ers are Striving to Achieve in a Retool. Plus, Larry Krueger joins the show.See omnystudio.com/listener for privacy information.
Jesus is the Savior for all people who warns us to strive to enter the narrow door—a call that involves knowing, loving, and actively walking in His ways. Therefore, we must set aside distractions and deterrents, bow the knee to King Jesus, and obey His commands until He returns.
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Scripture references:Proverbs 3:52 Corinthians 5:7Deuteronomy 29:29Join me on the 'gram! Get free recipes and tips delivered right to your inbox every Friday!Learn more about your options for working with me, including private personalized coaching, consultations and functional testing, and mentorships for new and blossoming coaches: here Schedule a free consultation call with me hereTry Syntrax! To try to the most delicious, gluten free, lactose free "top of the line" whey isolate AND save 15% follow this link. Discount automatically provided at checkout!Want some FREE LMNT? Use this link for a FREE s...
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
In this episode of the Parsha Review Podcast, Rabbi Aryeh Wolbe explores Parshas Vayeira, the fourth portion in Genesis, focusing on Abraham's experiences and virtues. He highlights Abraham's revolutionary monotheism and his open-tent hospitality, exemplified by welcoming guests even while recovering from circumcision at age 99. God mercifully makes the day extremely hot to deter travelers, allowing Abraham rest, yet he eagerly runs to greet three angels disguised as men. These angels deliver missions: healing Abraham, announcing Sarah's impending pregnancy, and preparing to destroy Sodom and Gomorrah. Rabbi Wolbe emphasizes humility as essential for true kindness, drawing from the Ramban's letter advising to view others as greater, fostering respect and empathy.The discussion delves into the necessity of truth (Emes) for humility and self-improvement, quoting the Chida on avoiding arrogance by honestly assessing one's flaws and gifts from God. Rabbi Wolbe explains that truth demands no compromise, unlike modern courts or even halacha (except for mezuzah placement symbolizing household peace). He stresses accepting personal shortcomings—such as overindulgence or arrogance—as the first step to repair, noting that denial prevents growth. Abraham's plea for Sodom, despite its wickedness, reflects his humble recognition of potential in others and reliance on divine gifts like persuasion.Ultimately, Rabbi Wolbe teaches that success lies in effort, not results, as per the Mishnah in Ethics of Our Fathers: one must strive without expecting to complete the task. He shares personal anecdotes, like his father's focus on best effort over grades, and urges listeners to build individual closeness to God, like the patriarchs, through daily mitzvot and truth. The episode ends with a call to sponsor content via TORCH in Houston._____________This episode of the Parsha Review Podcast is dedicated in honor of Lenny & Teresa FriedmanDownload & Print the Parsha Review Notes:https://drive.google.com/drive/folders/1ncaRyoH5iJmGGoMZs9y82Hz2ofViVouv?usp=sharingRecorded at TORCH Meyerland in the Levin Family Studios (B) to a live audience on November 4, 2025, in Houston, Texas.Released as Podcast on November 5, 2025_____________Subscribe: Apple Podcasts (https://podcasts.apple.com/us/podcast/parsha-review-podcast-rabbi-aryeh-wolbe/id1651930083)Spotify (https://open.spotify.com/show/22lv1kXJob5ZNLaAl6CHTQ) to stay inspired! Share your questions at awolbe@torchweb.org or visit torchweb.org for more Torah content. _____________About the Host:Rabbi Aryeh Wolbe, Director of TORCH in Houston, brings decades of Torah scholarship to guide listeners in applying Jewish wisdom to daily life. To directly send your questions, comments, and feedback: awolbe@torchweb.org_____________Support Our Mission:Help us share Jewish wisdom globally by sponsoring an episode at torchweb.org. Your support makes a difference!_____________Subscribe and Listen to other podcasts by Rabbi Aryeh Wolbe: NEW!! Prayer Podcast: https://prayerpodcast.transistor.fm/episodesJewish Inspiration Podcast: https://inspiration.transistor.fm/episodesParsha Review Podcast: https://parsha.transistor.fm/episodesLiving Jewishly Podcast: https://jewishly.transistor.fm/episodesThinking Talmudist Podcast: https://talmud.transistor.fm/episodesUnboxing Judaism Podcast: https://unboxing.transistor.fm/episodesRabbi Aryeh Wolbe Podcast Collection: https://collection.transistor.fm/episodesFor a full listing of podcasts available by TORCH at http://podcast.torchweb.org_____________Keywords:#Torah, #Parsha, #Genesis, #Abraham, #Kindness, #Humility, #Hospitality, #Truth, #Compromise, #Effort, #Striving, #Perfection, #Dedication, #Vayera, #Mezuzah ★ Support this podcast ★
In this episode of the Parsha Review Podcast, Rabbi Aryeh Wolbe explores Parshas Vayeira, the fourth portion in Genesis, focusing on Abraham's experiences and virtues. He highlights Abraham's revolutionary monotheism and his open-tent hospitality, exemplified by welcoming guests even while recovering from circumcision at age 99. God mercifully makes the day extremely hot to deter travelers, allowing Abraham rest, yet he eagerly runs to greet three angels disguised as men. These angels deliver missions: healing Abraham, announcing Sarah's impending pregnancy, and preparing to destroy Sodom and Gomorrah. Rabbi Wolbe emphasizes humility as essential for true kindness, drawing from the Ramban's letter advising to view others as greater, fostering respect and empathy.The discussion delves into the necessity of truth (Emes) for humility and self-improvement, quoting the Chida on avoiding arrogance by honestly assessing one's flaws and gifts from God. Rabbi Wolbe explains that truth demands no compromise, unlike modern courts or even halacha (except for mezuzah placement symbolizing household peace). He stresses accepting personal shortcomings—such as overindulgence or arrogance—as the first step to repair, noting that denial prevents growth. Abraham's plea for Sodom, despite its wickedness, reflects his humble recognition of potential in others and reliance on divine gifts like persuasion.Ultimately, Rabbi Wolbe teaches that success lies in effort, not results, as per the Mishnah in Ethics of Our Fathers: one must strive without expecting to complete the task. He shares personal anecdotes, like his father's focus on best effort over grades, and urges listeners to build individual closeness to God, like the patriarchs, through daily mitzvot and truth. The episode ends with a call to sponsor content via TORCH in Houston._____________This episode of the Parsha Review Podcast is dedicated in honor of Lenny & Teresa FriedmanDownload & Print the Parsha Review Notes:https://drive.google.com/drive/folders/1ncaRyoH5iJmGGoMZs9y82Hz2ofViVouv?usp=sharingRecorded at TORCH Meyerland in the Levin Family Studios (B) to a live audience on November 4, 2025, in Houston, Texas.Released as Podcast on November 5, 2025_____________Subscribe: Apple Podcasts (https://podcasts.apple.com/us/podcast/parsha-review-podcast-rabbi-aryeh-wolbe/id1651930083)Spotify (https://open.spotify.com/show/22lv1kXJob5ZNLaAl6CHTQ) to stay inspired! Share your questions at awolbe@torchweb.org or visit torchweb.org for more Torah content. _____________About the Host:Rabbi Aryeh Wolbe, Director of TORCH in Houston, brings decades of Torah scholarship to guide listeners in applying Jewish wisdom to daily life. To directly send your questions, comments, and feedback: awolbe@torchweb.org_____________Support Our Mission:Help us share Jewish wisdom globally by sponsoring an episode at torchweb.org. Your support makes a difference!_____________Subscribe and Listen to other podcasts by Rabbi Aryeh Wolbe: NEW!! Prayer Podcast: https://prayerpodcast.transistor.fm/episodesJewish Inspiration Podcast: https://inspiration.transistor.fm/episodesParsha Review Podcast: https://parsha.transistor.fm/episodesLiving Jewishly Podcast: https://jewishly.transistor.fm/episodesThinking Talmudist Podcast: https://talmud.transistor.fm/episodesUnboxing Judaism Podcast: https://unboxing.transistor.fm/episodesRabbi Aryeh Wolbe Podcast Collection: https://collection.transistor.fm/episodesFor a full listing of podcasts available by TORCH at http://podcast.torchweb.org_____________Keywords:#Torah, #Parsha, #Genesis, #Abraham, #Kindness, #Humility, #Hospitality, #Truth, #Compromise, #Effort, #Striving, #Perfection, #Dedication, #Vayera, #Mezuzah ★ Support this podcast ★
In this episode, Sam reflects on the pressures ofmotherhood, particularly the societal expectations to optimize every aspect of life. She discusses her struggles with social media's portrayal of motherhood and the constant comparison it fosters. Sam expresses a desire toembrace a more unoptimized life, focusing on presence and enjoying simple moments. She also shares her love for cooking and the importance of family traditions, emphasizing the joy of slowing down and savoring experiences ratherthan rushing through them. The episode concludes with a call for listeners to engage in a conversation about these themes.Chapters00:00 Introduction and Update on Jess00:56 The Pressure to Optimize Motherhood03:46 Craving an Unoptimized Life06:43 The Joy of Cooking and Family Traditions10:57 Embracing the Present and Nourishing LifeTakeawaysThere's a societal pressure to optimize motherhood.Social media can create unrealistic expectations forparents.Craving an unoptimized life can lead to more fulfillment.Family traditions, like cooking together, are important.Being present in the moment is crucial for happiness.The joy of cooking can be a labor of love.It's okay to not document every moment on social media.Striving for productivity can be exhausting.Embracing the mundane can lead to a nourishing life.Engaging with community and real-life connections isessential.Get the BFF App for 7 days for free:https://my.playbookapp.io/bloomflourishfitnessEmail us: hello@bloomflourishfitness.com
Hour 4 of the Wednesday Bob Rose Show, as a socialist voting surge ignores the lessons of the American exceptionalism. A new generation swings left, seeking collectivism instead of building on the opportunities historically advanced for individuals. Has education failed? Could New York become the next London, with immigrant-dominated no-go zones for law enforcement? Perspective on election night, what's next, and the morning's biggest news stories for 11-5-2
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now! SHARE THIS PODCAST LINKEDIN | FACEBOOK MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed. CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors. A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes. CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer: Ted.Robertson@USAFA.org Ryan Hall | Director: Ryan.Hall@USAFA.org Bryan Grossman | Copy Editor: Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer: Wyatt.Hornsby@USAFA.org ALL PAST LBL EPISODES | ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99 FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here. Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion. Mike Ott 1:35 Yeah, it's crazy. Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast. Mike Ott 1:39 Right on. Thanks for the time. Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed. Naviere Walkewicz 3:21 Really? Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.” Naviere Walkewicz 5:18 Oh, I love that. Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham... Naviere Walkewicz 5:23 You Remember his name? Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw. Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me. Naviere Walkewicz 15:56 Because you said no. Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.” Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn… Naviere Walkewicz 19:13 Intentionally. Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else. Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices. Naviere Walkewicz 22:48 So a lot of learning and excitement for you. Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question. Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move… Mike Ott 31:45 Move people without authority and prioritize. Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body. Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that. Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate. Naviere Walkewicz 41:37 It's your happy place. Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side. Mike Ott 43:48 You're right. You're right. Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week. Naviere Walkewicz 45:46 Oh, my goodness, yeah. Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade. Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination. Naviere Walkewicz 51:44 Oh my goodness, I just got chills. Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030? Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful… Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't. Naviere Walkewicz 55:18 Yeah, you don't. Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of. Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure. Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day. Naviere Walkewicz 58:14 What are you reading right now? Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy. Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking. Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder. Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha. Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.” Naviere Walkewicz 1:06:44 Wow, I love that.. Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing
In this conversation, Corey Gray shares his transformative journey in Cambodia, discussing the impact of his experiences on his perspective and resilience. He reflects on the importance of understanding cultural history, the beauty of service through the Hair Aid project, and the personal growth that comes from stepping outside one's comfort zone. The discussion also delves into emotional regulation, striving for personal perfection, and the significance of building meaningful connections in life. Bobbi and Corey explore the importance of intentional connections and empathy in personal growth and service. Corey shares experiences from a transformative trip to Cambodia, where he taught hairdressing in various settings, including a community center and a prison. The discussion highlights the lessons learned about overcoming fear, living with gratitude, and the impact of service on both the giver and the receiver. The speakers also reflect on their future aspirations to continue this journey of service and the importance of self-awareness in personal development. Takeaways Corey's journey in Cambodia transformed his perspective on resilience. Understanding the history of a place can deepen personal growth. Service to others can lead to profound emotional experiences. Hairdressing can open doors to unexpected opportunities. Emotional regulation is crucial for personal development. Striving for the best version of oneself is a lifelong journey. Cultural insights can enhance our appreciation for different communities. Building meaningful connections requires intentionality and awareness. Personal growth often comes from stepping outside of comfort zones. True service is about the people you are helping, not your ego. I want to be a light to everybody. The people you surround yourself with shape your future. Empathy is essential to my existence. Teaching in Cambodia was emotionally intense. When opportunity is your only distraction, you learn. Celebrating small victories is crucial in teaching. How you enter a room isn't the room's fault. Living in gratitude changes your perspective. I left a part of me in Cambodia. It's okay to be selfishly selfish at times. Chapters 00:00 Transformative Journeys: Corey's Experience in Cambodia 03:06 Resilience and Perspective: Lessons from the Past 05:57 Cultural Insights: Understanding Cambodia's History 08:50 The Beauty of Service: Hair Aid Project 11:53 Personal Growth: Beyond the Hairdressing Career 15:13 Emotional Regulation: The Key to Personal Development 18:02 Striving for Perfection: The Ideal Self 21:02 Building Meaningful Connections: Intentional Relationships 26:20 Intentional Connections and Empathy 27:45 Experiencing Cambodia: A Journey of Learning 30:38 Teaching with Purpose: The Power of Opportunity 34:55 Lessons from the Prison: Overcoming Fear and Anxiety 43:26 Living with Gratitude: The Impact of Service 48:12 Future Aspirations: Continuing the Journey of Service www.beautyschoolbobbi.com www.beautyandstylenetwork.com Follow Beauty and Style Network: @beautystylenet Beauty School Bobbi: @beautyschoolbobbi Corey Gray: @hairdustry Hair Aid: @hairaid
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
We all want to win—but what if victory isn't something you achieve, but something you receive? In this powerful message, Lisa Schwarz unpacks what it means to walk in a victorious mindset—not one fueled by striving, but one grounded in the unshakable truth that victory has already been given through Jesus Christ (1 Cor. 15:54-58).Whether you're dreaming big for your year, or simply fighting to stay in the race, this word will realign your mindset and remind you: You are triumphant, unconquerable, and undefeatable—not because of what you've done, but because of what Jesus has done for you.
Faith and burnoutAdam talks about how he tends to spend his spare time reading the Bible, going to church, spending time in prayer and how this develops character and is better than pursuing time wasting activities or the easy dopamine dump that does not add to sustainability or self-improvementWe are designed to do hard things – mental or physical – including pursuing Jesus – this builds stamina, character and makes you better in your careerChoosing hard things makes the hard things that you don't choose much easier to handleSeeking hard, painful things can reset your own personal pain scaleWe can find more reward and satisfaction in the suffering than the result, less satisfaction in being done“Re-shift your mindset to find that the goal is the struggle and you are overcoming it”Journey over destination“The reward comes from striving, from the journey”“That's the example of Jesus”We talk about the apostle Paul and his exampleSocial media skews our view of other humans; it polarizes us and makes us see the worst of humanity instead of seeing the goodThere is some benefit to boredom All sacred texts talk about the need to meditate on these things, allow yourself to sit in silence and seek what you are trying to findSupport the showEverything you hear today from myself and my guests is opinion only and doesn't represent any organizations or companies that any of us are affiliated with. The stories you hear have been modified to protect patient privacy and any resemblance to real individuals is coincidental. This is for educational and entertainment purposes only and should not be taken as medical advice nor used to diagnose any medical or healthcare conditions. This is not medical advice. If you have personal health concerns, please seek professional care. Full show notes can be found here: Episodes - Practical EMS - Content for EMTs, PAs, ParamedicsMost efficient online EKG course here: Practical EKG Interpretation - Practical EMS earn 4 CME and learn the fundamentals through advanced EKG interpretation in under 4 hours. If you want to work on your nutrition, increase your energy, improve your physical and mental health, I highly recommend 1st Phorm. Check them out here so they know I sent you. 1st Phorm | The Foundation of High Performance Nutrition
In this episode, we're kicking off a 9 Types Overview Series, taking it back to the basics with a fresh look at Type 1: Striving to Feel Perfect. Whether you're brand new to the Enneagram or returning to deepen your understanding, this quick overview offers both clarity and real-world examples of how Type 1s lead, communicate, and collaborate at work.You'll also hear how different instinctual biases (Preserving, Navigating, and Transmitting) influence the way Type 1s express their “perfection-striving” energy.Inside You'll LearnThe core motivation behind Type 1's drive to feel perfect and how it shows up in daily work and leadership.Common strengths: organization, fairness, high standards, and accountability.Overused strengths that can lead to micromanagement or burnout.How Type 1 leaders (known as “The Administrator” in the Awareness to Action framework) model integrity and inspire excellence.How to give and receive feedback effectively with Type 1s.The differences between Preserving, Navigating, and Transmitting Ones, and why they can look so different on the surface.Growth practices: what Type 1s can learn from their arrows to Type 7 and Type 4, bringing in more celebration, creativity, and emotional awareness.Try This at WorkIf you're a Type 1: Before giving feedback, start by naming what's working well. Train your eye to notice strengths as much as errors.If you work with a Type 1: When sharing a new idea, explain the structure, process, and steps behind it—they'll appreciate the thoughtfulness and clarity.For Teams & LeadersType 1 energy brings structure, order, and excellence to teams, but also needs balance, celebration, and empathy to thrive. If your team is heavy in Type 1 leadership, consider how you can bring in more lightness, spontaneity, and creativity to sustain motivation.Have a request for a future episode? Drop a text here!
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Topics: Airline Food Smell, Comparison, Brant in a Movie, Shame, Diamond Eye, Striving, Psalm 1 (Mockers), Diane Keaton, Forgiveness BONUS CONTENT: Integrity, Brant in a Movie Follow-up Quotes: "Let's make this miserable." "You can't be expected to compete with fake photos." "Don't let shame keep you from interacting with God. Purse Him anyway." "God still wants to walk with you." "I don't want to aim for the platform." "Forgiveness is not toxic positivity." . . . Holy Ghost Mama Pre-Order! Want more of the Oddcast? Check out our website! Watch our YouTube videos here. Connect with us on Facebook!
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
This week on the Oakley Podcast, host Jeremy Kellett welcomes Gregory Fallin, Alex Witkowski, and Bo Gray as the group discusses Oakley's growth and integration across feed, fertilizer, and logistics operations, highlighting the impact of recent acquisitions like the ADM terminal. They outline how Oakley's one-stop-shop capabilities, customer service excellence, and flexible logistics set them apart in the industry. Listeners gain behind-the-scenes insight into Oakley's team culture, expansion strategy, and the advantages these bring for customers and drivers, along with a look at future plans for continued growth. Don't miss this behind-the-scenes look at the company's growth and operations. Key topics in today's conversation include:Welcome to Today's Episode (0:32)Discussing the Acquisition and Terminal Capabilities (3:30)Feed Products Explained and Livestock Applications (7:02)Spotlight on Ottawa Location and Integrated Services (8:58)Year-Round Access and Expanding Market Reach (11:41)Acquisition of ADM Terminal and Enhanced Operations (12:50)Fertilizer Sales Growth and Customer Footprint (15:27)Overcoming Competition and Supply Chain Challenges (17:01)Expansion Goals in the Southeast and Future Terminals (19:47)Team Growth, Employee Dedication, and Customer Service Focus (28:41)Striving for Efficient Operations and Reliable Service (30:02)Wrapping Up with Oakley Culture, Podcast Growth, and Final Thoughts (33:07)Oakley Trucking is a family-owned and operated trucking company headquartered in North Little Rock, Arkansas. For more information, check out our show website: podcast.bruceoakley.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Msgr. Roger J. Landry Chapel of The Pontifical Mission Societies, St. Petersburg, Florida Wednesday of the 30th Week in Ordinary Time, Year I October 29, 2025 Rom 8:26-30, Ps 13, Lk 13:22-30 To listen to an audio recording of today's homily, please click below: https://traffic.libsyn.com/secure/catholicpreaching/10.29.25_Homily_1.mp3 The following points were attempted in the homily: […] The post The Holy Spirit’s Help In Striving To Enter the Narrow Gate, 30th Wednesday (I), October 29, 2025 appeared first on Catholic Preaching.
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
In this episode, Father Michael Trummer and Father Christopher Trummer take on the often-misunderstood topic of religion—a word that many Christians today regard with suspicion. They acknowledge that much of the criticism directed at “being religious” arises from real problems: hypocrisy, self-reliance, transactional love, and an overemphasis on outward appearances. Yet, rather than dismissing religion altogether, the hosts argue that it is a divine reality—instituted by God in the Old Testament, fulfilled and transformed by Christ, and sustained in the life of the Church. They invite listeners to recover a renewed understanding of religion as a virtue: a purified way of relating to God through ordered worship, teaching, and community. 00:00 Introduction and Overview 00:35 Words and Semantics 01:55 Religion vs. Relationship 04:52 Criticisms of Religious Practices 12:36 Self-Reliance and Striving in Faith 28:30 The Virtue of Religion 33:19 Forgotten Passages and Jesus' Jewish Roots 34:15 Old Testament Laws and Christian Practices 37:05 The Early Christian Worship and Eucharist 39:17 Development of Christian Liturgy 45:25 Authority and Hierarchy in the Church 52:58 The Role of Rituals and Symbols in Worship 01:01:42 Closing Thoughts and Prayer
More Than a Song - Discovering the Truth of Scripture Hidden in Today's Popular Christian Music
Send us a textWhat does the church look like when it reflects the truth of Scripture? Inspired by Tauren Wells' song Let The Church Sing, I explore the “one” statements in Ephesians 4 and the declarations of God's uniqueness in Jeremiah and Isaiah. This episode is a call to meditate deeply on God's character and to examine whether we've allowed our structures, traditions, or programs to become idols in our worship.Key PointsUnity in the Church: The lyrics of the song reflect the “one” statements in Ephesians 4, emphasizing one body, one Spirit, one hope, one Lord, one faith, one baptism, and one God.Meditation Over Efficiency: Biblical meditation is a slow, deliberate process that contrasts with our culture's obsession with productivity. It invites us to linger in God's Word and allow it to shape us.Striving vs. Surrender: Michelle shares her personal journey from striving through achievement to surrender through meditation, especially during a wilderness season in her life.Idolatry in Modern Church Structures: Drawing from Jeremiah and Isaiah, the episode explores how even well-intentioned church structures, programs, and traditions can become idols if they replace true worship of God.God's Unmatched Greatness: Scripture repeatedly declares that there is no one like our God. This truth is central to both the song and the episode's message.Reorienting Worship: The call is to fix our eyes on God, not on the “scarecrows in the cucumber field” — the false idols and distractions that draw us away from Him.Bible Interaction Tool Exercises (BITEs)Meditation – Slow down and linger in God's Word.Repetition – Read and re-read passages to internalize truth.Read in context – Don't isolate verses; read surrounding passages.Start with God – Focus on His character, conduct, and concerns.Compare translations – Gain deeper understanding through varied wording.Make a list – Identify characteristics of God from the text.Additional ResourcesDownload the free Episode GuideFaith Behind The Song: 'Let The Church Sing' Tauren Wells - Air1.com ArticleBible Interaction Roadmap Bible Study - videos and assignments that will equip you with habits you can use over and over in your own Bible Study - Learn MoreLearn more about my favorite Bible Study Software with a 30-day free trial and links to my favorite Bible resources - Logos Bible Software Affiliate LinkThis Week's ChallengeRead Jeremiah 10 and keep on reading. Recognize that God is very concerned with anything that sets itself up to take the highest place of honor and worship. Prayerfully ask God to reveal if there is anything in your heart, mind, or life that you are expecting to deliver you that is ANYTHING but God Himself. Meditate on God and the ways there is no one like Him. And stop putting up with anything less than HIM.Purchase your copy of A Seat at the Table today! Change your music. Change your life. Join my free 30-Day Music Challenge. CLICK HERE.
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
A talk by Thanissaro Bhikkhu entitled "Delight in Striving"
A guided meditation for Enneagram Type 3s who are exhausted from constantly achieving.This meditation offers you permission to just be. To rest without producing. To be seen and loved for who you are beneath the image and accomplishments.You'll be guided through a body scan that releases the tension you hold in your chest, shoulders, and solar plexus, followed by a practice in loving awareness that reminds you: you are enough without the doing. Your worth is not tied to your productivity. You are lovable in the stillness.For the Three who wonders who they are when they're not winning.From my heart to yours.What to expect:Body scan focused on where 3s hold tensionGuided meditation on releasing achievementPermission to exist without performingLoving awareness practiceBest for: Type 3s ready to discover who they are beyond what they doIf we're not connected on Instagram, find me here.Take the Unf*ck Your Type Enneagram shadow work course here. My Enneagram merch store is here.All of my freebies and links can be found here.Join my free private Facebook group.
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
In episode 585 of Lawyerist Podcast, Soumya Palreddy and Jill Kluesner explain how Mental Health First Aid equips lawyers to recognize signs of burnout, stress, and crisis—before they escalate. Learn practical tools for building healthier teams, reducing stigma, and improving communication in high-pressure firms. Discover why legal leaders are embracing mental health training as a core business skill, and how a few key mindset shifts can protect both your well-being and your practice. Links from the episode: http://www.jillkluesnerconsulting.com https://www.soumyapalreddyconsulting.com/ Listen to our previous episodes about Legal Professional Wellness. #375: Taking Care of Your Team's Mental Health, with Calvin Benton Apple | Spotify | LTN #469: Lawyers in Crisis: Navigating Addiction and Mental Health, with Brian Cuban Apple | Spotify | LTN #473: Redefining Perfectionism and Striving for Lawyers, with Stephanie Villinski and Kara Hardin Apple | Spotify | LTN Have thoughts about today's episode? Join the conversation on LinkedIn, Facebook, Instagram, and X! If today's podcast resonates with you and you haven't read The Small Firm Roadmap Revisited yet, get the first chapter right now for free! Looking for help beyond the book? See if our coaching community is right for you. Access more resources from Lawyerist at lawyerist.com. Chapters / Timestamps: 00:00 – Introduction & ClioCon Recap03:45 – What Is Mental Health First Aid?06:10 – Training for the Legal Mind08:45 – Breaking the Stigma: Talking About Mental Health at Work11:32 – Signs, Symptoms & What to Notice15:55 – The First Aid Framework: How to Help19:20 – Leadership, Culture & Modeling Wellness22:58 – From Self-Care to Community Care26:40 – Practical Steps for Teams29:10 – Final Takeaways & How to Get Trained30:45 – Closing Thoughts & Resources
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
In episode 585 of Lawyerist Podcast, Soumya Palreddy and Jill Kluesner explain how Mental Health First Aid equips lawyers to recognize signs of burnout, stress, and crisis—before they escalate. Learn practical tools for building healthier teams, reducing stigma, and improving communication in high-pressure firms. Discover why legal leaders are embracing mental health training as a core business skill, and how a few key mindset shifts can protect both your well-being and your practice. Links from the episode: http://www.jillkluesnerconsulting.com https://www.soumyapalreddyconsulting.com/ Listen to our previous episodes about Legal Professional Wellness. #375: Taking Care of Your Team's Mental Health, with Calvin Benton Apple | Spotify | LTN #469: Lawyers in Crisis: Navigating Addiction and Mental Health, with Brian Cuban Apple | Spotify | LTN #473: Redefining Perfectionism and Striving for Lawyers, with Stephanie Villinski and Kara Hardin Apple | Spotify | LTN Have thoughts about today's episode? Join the conversation on LinkedIn, Facebook, Instagram, and X! If today's podcast resonates with you and you haven't read The Small Firm Roadmap Revisited yet, get the first chapter right now for free! Looking for help beyond the book? See if our coaching community is right for you. Access more resources from Lawyerist at lawyerist.com. Chapters / Timestamps: 00:00 – Introduction & ClioCon Recap03:45 – What Is Mental Health First Aid?06:10 – Training for the Legal Mind08:45 – Breaking the Stigma: Talking About Mental Health at Work11:32 – Signs, Symptoms & What to Notice15:55 – The First Aid Framework: How to Help19:20 – Leadership, Culture & Modeling Wellness22:58 – From Self-Care to Community Care26:40 – Practical Steps for Teams29:10 – Final Takeaways & How to Get Trained30:45 – Closing Thoughts & Resources Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode, Sathiya explores the balance between trusting God and taking action in our lives. He emphasizes that faith should not lead to passivity and discusses the importance of understanding the seasons of life we are in. By sharing personal experiences and biblical insights, he encourages listeners to engage actively in their faith while relying on God's guidance and timing. Know more about Sathiya's work: Join Deep Clean Inner Circle - The Brotherhood You Neeed (+ get coached by Sathiya) For Less Than $2/day Submit Your Questions (Anonymously) To Be Answered On The Podcast Get A Free Copy of The Last Relapse, Your Blueprint For Recovery Watch Sathiya on Youtube For More Content Like This Chapters: (00:00) Trusting God vs. Taking Action (02:55) Striving vs. Trusting in God (05:45) Understanding Seasons of Life (09:01) The Role of the Holy Spirit in Decision Making
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Hey Y'all. Today I'm chatting with my friend and total movement badass, Cecily Milne - the woman behind Yoga Detour. Cecily's the kind of teacher who makes you question everything you thought you knew about yoga and movement in the best way possible. We get into why mediocrity has become mainstream, what chasing validation can do to us, and how becoming a mum flipped everything she thought she knew about her body and business.It's raw, funny, real, and full of those “oh wow, same” moments.Highlights: (05:31) Mediocrity is mainstream - and why that's a problem(18:42) How ballet and validation shaped Cecily's yoga journey(32:08) Getting injured, unlearning yoga, and finding strength again(45:24) Motherhood, burnout, and rediscovering purpose in movement(52:51) Building Yoga Detour and redefining what teaching looks like(59:00) Why real progress comes from repetition, not noveltyFind out more about Cecily: WebsiteInstagramFacebookLead MagnetNew OfferingVirtual studioQualia Mind - click hereCoupon Code: SHOCKANDYALL (15% off any purchase)Visit Nicole's on demand fitness platform for live weekly classes and a recorded library of yoga, strength training, guided audio meditations and mobility (Kinstretch) classes, as well: https://www.sweatandstillness.comGrab Nicole's bestselling children's book and enter your email for A FREE GIFT: https://www.yolkedbook.comFind Nicole on Instagram:https://www.instagram.com/nicolesciacca/Tik Tok: https://www.tiktok.com/@thenicolesciaccaFacebook: https://www.facebook.com/nicolesciaccayoga/Youtube:https://www.youtube.com/channel/UC1X8PPWCQa2werd4unex1eAPractice yoga with Nicole in person in Santa Monica, CA at Aviator Nation Ride. Get the App to book in: https://apps.apple.com/us/app/aviator-nation-ride/id1610561929Book a discovery call or virtual assessment with Nicole here: https://www.calendly.com/nicolesciaccaThis Podcast is proudly produced by Wavemakers Audio
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
Follow along with Bro. Cooper as he continues his study in the book of Deuteronomy
This week Topher talks with Judd Stauss and Tyler Palmiscno, of East Grand Forks, Minnesota. Stauss runs the youth hockey program in their area and Palmiscno is the head coach of last year's boys high school hockey state champion team. Seven years ago, they started a unique squirt-level pilot program that other areas are starting to model. The program does half-ice for ages 10 & below and no travel hockey for the first half of the year. In this episode we talk about: — Striving to increase retention rates throughout age groups — How to structure practices to optimize development — Finding compromise in the half-ice / full-ice debate by doing both in season AND SO MUCH MORE! Thank you to our title sponsor IceHockeySystems.com, as well as Train-Heroic, Helios Hockey, and Crossbar! And thank you to our AMAZING LISTENERS; We appreciate every listen, download, comment, rating, and share on your social sites! JOIN HTTU TODAY! Follow us: IG: @HockeyThinkTank X (Twitter): @HockeyThinkTank TikTok: @HockeyThinkTank Facebook: TheHockeyThinkTank Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
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