Podcast appearances and mentions of Susan B Komen

Dr. Katrina Lewis is a Double Board Certified Anesthesiologist, Interventional Pain Medicine Expert, Board Certified through American Academy of Anti-Aging and Restorative Medicine and also holds a degree in Clinical Nutrition (among many more accolades and accomplishments). Dr. Lewis overcame breast cancer once and is thriving now— during stage 4. She dives into what she wished she knows now when she was first diagnosed... This episode is highly controversial and you are not encouraged to listen if you find the topics of chemotherapy, mammograms, and big pharma offensive. 12:20: Anthrax vaccine 12:29: Smoking — nicotine can make pain worse 18:39: Why neurosurgeons won't operate on smokers 23:17: CBD for pain, anxiety, and sleep 32:17: Treating headaches and pelvic pain 33:46: Platelet Rich Plasma (PRP) 36:36: PRP before getting surgery 37:27: COOLIEF 46:52: Supplementation for neuropathy 49:59: Complex Regional Pain Syndrome 51:26: People saved from unnecessary spine surgeries 57:14: **SimplyO3 Home ozone generator** Use code: ASHLEYDEELEY to save 10% 1:00:28: Hyperbaric ozygen therapy (HBOT) 1:03:30: Lung cancer and genetic testing 1:04:55: Nine of the ten chemotherapy drugs are Class 1A carcinogens 1:05:59: Thomas Lodi - Oasis of Healing in Mesa, AZ 1:06:02: Dr Paul Anderson (and his book, Cancer: The Journey from Diagnosis to Empowerment) 1:06:04: Frank Shallenberger in Nevada 1:07:03: Tamoxifen and Endometrial cancer 1:07:34: One centimeter squared tumor contains one billion cancer cells... the moment you pierce it with a needle... 1:10:54: Cryoblation for breast cancer 1:11:53: Heat your body up if you have cancer (saunas are great) 1:14:15: If she had to do it over again... 1:14:26: Mammograms and radiation 1:14:41: Thermography 1:15:34: Susan B. Komen + financial interest in mammorgram machines 1:17:53: Rachel Carson (creator of EPA) 1:20:28: Cancer and The New Biology of Water book 1:21:23: Pulsed Electromagnetic field mat (PEMF) 1:22:27: Where Katrina found her Naturopath 1:22:48: Diindolylmethane (DIM) found in cruciferous vegetables 1:24:24: PolyMVA Store 1:24:37: Pure Encapsulations 1:24:56: Simply Organic ginger 1:25:14: High dose Vitamin C IV drip (such as PUR-C, mentioned in episode 20 by Dr. Blodgett) 1:26:30: The Metabolic Approach to Cancer by Dr. Nasha Winters 1:26:57: Low carb diet 1:30:39: Visit websites such as: The Truth About Cancer Going Integrative Plus Sanoviv in Mexico Paracelsus Clinic in Switzerland 1:31:42: Quantum biofeedback machine (SCIO (Scientific Consciousness Interface Operating system) 1:35:16: Harold Saxton Burr, Ph.D. 1:36:30: PEMF 'loop' 1:37:38: Hydrogen machine for water / hydrogenated water Additional Resources to Learn More About Dr. Katrina Lewis:Bringing Method to the Madness Great Falls doctor is injecting new hope for PTSD patientsDr. Katrina Lewis Anti-Aging/Metabolic Medicine Fellowship (2016)Former 'About Me' at Logan HealthTop Doctor DirectoryPain Clinic of Spokane - Articles by Dr. LewisAcademia Articles Journal of Pain Research & Journal of Addiction Research & Therapy: A Prospective, Longitudinal Study to Evaluate the Clinical Utility of a Predictive Algorithm to Detect Opioid Use Disorder in Chronic Pain Patients International Journal of Biomedical Science: Adding Genetic Testing to Evidence-Based Guidelines to Determine the Safest and Most Effective Chronic Pain Treatment for Injured Workers PM&R (Physical Medicine and Rehabilitation): A Typical Hip Pain in a Female Runner: A Case Report The Clinical Journal of Pain: Acupuncture for Lower Back Pain: A Review Dr. Lewis is not on social media; reach out to me if you have further questions. Find me at @ashley_deeley on instagram or email me: hello@ashleydeeley.com This podcast is for informational purposes only and does not replace or act as medical advice. Always consult with your physician.

[00:00:00] Lynn Erdman: I'm a huge believer in adding young people to the board. In fact, I did that right before I left my last CEO position. I had interviewed a young lady who happened to have a great position in the city where I was working and I can remember suggesting her to the board and saying, I think she would be a great addition and I can remember the faces like, are you kidding? She's in her twenties. And I can't see where she can contribute.  I talked to her recently and talked to one of the board members recently, and she is a star on the board and has brought all types of things to the organization. +++++++++++++++++++++++++++ Tommy Thomas: Today, we're continuing the conversation that we began with Lynn Erdman in Episode 104.   Lynn started her career as a floor nurse and worked her way up to senior leadership in the hospital. Over the course of her career, she also held senior leadership positions with the Carolina's Healthcare System, American Cancer Society, and Susan B Komen for the Cure. She has also served as the CEO of two healthcare nonprofits. Not only has she reported to nonprofit boards, but she has served and continues to serve on nonprofit boards. Let's pick up the conversation where we left off in Episode 104. [00:01:20] Tommy Thomas: Let's move over to board service because you've served on a lot of boards and currently serve on a variety of boards, I just want to get some of your insights. Let me begin with a friend of mine, Dr. Rebecca Basinger, and her thoughts on governing boards. She says governing boards are charged with safeguarding an institution's ability to fulfill its mission with economic vitality. To this, I would add responsibility for attending to the soul of the institution. When you think of the purpose of a governing board, what are you thinking about? [00:01:56] Lynn Erdman: Definitely if you're a governing board, you need to make sure that the institution, what it's built on, what it's founded on, all of that is intact and being followed as it should be. And you're really simply overseeing the operation, but not the details of the actual functioning of whatever organization that you're looking at. I serve on the board of trustees for a university right now, and we are really a governing body. We are overseeing, making sure that we get reports on the finances, we get reports on the changes in academics, but we really are not there to make all of those changes. We're simply there to oversee and make sure and ensure that people that are investing and paying to come to this particular university, that the governing part of it is in good shape. [00:02:58] Tommy Thomas: The Board Chair is such a critical responsibility. Give me some words and phrases that in your mind describe a great Board Chair. [00:03:09] Lynn Erdman: Someone who is willing to ask a question, someone who is very insightful, someone who trusts others around them, and someone who will look farther than many other people who are sitting around him or her. In other words, they will delve very deeply into a particular issue and they pull good people around them. That to me is a really good leader. You can't have all of the skills. So, if you're forming a board they have to have skills that you do not have yourself so that you can ensure that all the skills that are needed are sitting around the table. [00:03:56] Tommy Thomas:   You served on several boards. How is that most effectively accomplished? How do you fill out the board with all the board needs? [00:04:07] Lynn Erdman: I sit on a different board right now with another university and we actually use a committee as well as the board, the entire board, to look at where we have holes or gaps in what we are trying to accomplish, and we actually have made a grid and we look at it and then we seek out those areas where we really do not have the strength we need to have. For example, we're looking for a legislator, a state legislator because of several of the things that are going on that would be a great addition to this particular board. So how do we go about it? And then collect ideas. As if you're brainstorming, from everybody at the table, people have got ideas, they've got connections, they've got the ability to tap other people and find out information as well. So I find using the people you've got around you helps as well. [00:05:11] Tommy Thomas: What are the best practices you've observed on onboarding? [00:05:17] Lynn Erdman: The best orientation I've seen is one I saw recently, where they not only got to meet the top people in this particular organization, but they got to actually see the mission at hand. So, if the mission was to take care of homeless people, for example, then they got to see that in action while they were going through their orientation. And then they had not only information presented to them, but they had a great opportunity to ask questions about every section of the information that was presented. And that actually, because I've seen lots of meetings and I've been in lots of them where it was Board onboarding and you get a book, you get information, you're supposed to read it ahead of time, you come, you have a pretty brief session, you go through some of the finances, some of the things that people don't even understand because they haven't gotten on the board and you're done with your board. And that, I find leads to the first time they show up at a board meeting, they don't have any way to contribute. And if there's a way to get them more ingrained in the whole organization and what it exists for, then the contributions that the person, the new board member, can provide. I find it much more robust. +++++++++++++++++++++++++++ [00:06:44] Tommy Thomas:  Somebody is considering joining a nonprofit board. What kind of questions should they be asking themselves or should they have answered before they say yes? [00:06:53] Lynn Erdman: They need to know if they believe in what that organization, that nonprofit is doing because if they don't, then there's no reason for them to join the board. What I've seen over the years, and what always annoys me, is somebody joining a board to have their name on the letterhead or to add that piece of board responsibility, or board accolade to their resume. And that is just all the wrong reasons to be on a board. If you're really interested in bettering yourself and serving on something, then why do I wish to do that? I can remember interviewing somebody not too long ago who wanted to join a board. One of the first things she told me was that she wanted to be involved in the community. And then I said, but why this board? And then she got into why. And it made plenty of sense because of her experience and the fact that she had lost a relative with what this organization was focused on. If you've got a passion, then indeed you should be asking yourself, can I contribute? Do I have time? And will I put the time into it if I commit? [00:08:13] Tommy Thomas:  I'd like to get your thoughts on bringing younger people onto a board. We hear a lot about bringing people in their 30s and 40s into nonprofit board service. I've interviewed people who have been pro that, and then I've interviewed, surprisingly, two or three people who maybe think that maybe people more my age are supposed to have the wisdom to be on a board.  What are your thoughts there? [00:08:40] Lynn Erdman: I'm a huge believer in adding young people to the board. In fact, I did that right before I left my last CEO position. I interviewed a young lady who happened to have a great position in the city where I was working and I can remember suggesting her to the board and saying, I think she would be a great addition and I can remember the faces like, are you kidding? She's in her twenties. And I can't see where she can contribute. I talked to her recently and talked to one of the board members recently, and she is a star on the board and has brought all types of things to the organization. So I always believe in, and part of the reason is, if you get people younger than the average age on your board, they're going to bring something new, innovative, and thought-provoking to your conversation. I promise they will because they're going to ask things that we live in our world, that we might not be thinking of because they see whatever from a 30-year-old viewpoint versus the average age of the board. It can make a huge difference. [00:09:56] Tommy Thomas: I'd like you to respond to this quote. You need a director on the board who will be a pleasant irritant. Someone who will force the board to think a little differently. That's what a good board does. [00:10:06] Lynn Erdman: I totally agree. And the reason is, if everyone on the board agrees all the time, then number one, you're never going to get anything done, or you're going to keep doing the same thing you've always been doing. You've got to have some type of catalyst or a person on the board that is going to challenge. And oftentimes, if you're sitting on the board, you think, oh, that's irritating. I know Susie's going to come up with that. Or I know Frank's going to say something because there's no way we're going to get through this discussion. But if you're open, it always gets you to a different place. Even if you end up still back with some of what you talked about, it's opened everyone's eyes to make sure you've thought through the whole process. So yes, I think that's extremely important. [00:11:03] Tommy Thomas: How does the board chair draw people into the conversation? If you've got a quiet person on the board and you think you probably wouldn't, but I've been on boards and I've consulted where you do. How does a good board chair draw everybody into the conversation? [00:11:18] Lynn Erdman: I'm a board chair right now for an organization where I have a person, I actually have two, that are very quiet. And I was hearing from one of the staff members, I don't think this person's very interested in being on the board. I thought, let's don't jump too quickly. And so if we're having a discussion where several people are weighing in on a topic, then I will call on this person and say, I want to hear what your thoughts are. I never put him on the spot because if somebody is quiet like that, oftentimes there's a reason. They like to think or process. So always let some other people talk, but always include the people that are very quiet and make sure that they're heard as well, and it's pretty insightful to get some of the information that comes from them. [00:12:05] Tommy Thomas: Another quote. The chair and the CEO must learn to dance together. And neither can stray far from each other's gaze or proceed independently. [00:12:19] Lynn Erdman: Very true, and you can't have one that's the leader and one that's the follower. They do have to be in sync, they have to dance the same steps, they have to know where the other one is getting ready to turn, and they need to know the hot buttons for each other and they need not push them. They need to say, okay, yeah, I realized that's going to be a tender spot for him. And so, I'm not going there. I might have a conversation with him afterward about what I'm thinking and see what he's thinking. But never show that you're not in unison when you are together. It's extremely important because as soon as you do, the board sees anarchy almost within the setup. It's okay to disagree. I'm not saying you can't disagree, but you make sure you do it where it's comfortable and not necessarily always. ++++++++++++++++++++ [00:13:14] Tommy Thomas: Let's go to the optimal size of a nonprofit board. I read a quote, it says, from Ernest Haepel the fewer board members, the better. If it's 18, I'm just not interested. [00:13:28] Lynn Erdman: I think you've got to have enough members to meet the goals and the needs of the organization. And if you can do that with four or five members and do it well, then I think that's great. I find that a good size for most boards is anywhere from 15 to at max 25. But you know, erring on the 15-type side but for boards of trustees for universities I find that you end up with usually over 20. Simply because you need people from a lot of different areas, but you also need people who are going to fundraise for you. It's extremely important when you get your board too small in any type of organization, and you're always interested in finance and money, then you can't make it work. So, I think you've got to have diversity too. And the smaller the boards you have, the less diversity you have. [00:14:31] Tommy Thomas: What about the reality of the executive session on a board? How, you're chairing some, you're serving, what are you seeing there? [00:14:43] Lynn Erdman: At one of the universities where I'm on the board of trustees, I find that we do executive sessions. The President of the university stays for the first part of the executive session, and then we always discuss his performance. So he leaves the room, and then we continue with executive discussion for the last 15 minutes or whatever. And it's always about his performance at that point, and he's not present there. And then the board chair communicates back to him if there's something that needs to be shared at that point in time. So it's always, I find executive session kind of two-part. And I think it's always good if you can have the leader of the organization present for at least a portion of it, but all the staff leave. So that's where I find an executive session, to me, that's what it means. All staff leave except for the head of the organization. [00:15:41] Tommy Thomas: Let's talk about the CEO evaluation there. What best practices have you observed? [00:15:48] Lynn Erdman: I have observed several. I've observed some worse practices too, but from a best practice standpoint, it's when every board member contributes, even if it's a written evaluation where you're checking boxes and making comments, that type of thing, and you compile those and then the board gets to see that back and meets and gets to talk about comments before it's ever given to the president of the organization. I find that works the best and that you've got time to think through and that you actually have an evaluation that is done that's got some great critiques of the work that they've done, but it's also got some constructive criticism where that they can improve that is tangible and that is doable. You can't just tell somebody you don't like something. What do you really want to see them accomplish? Spell that out so that it can be understandable.  [00:16:55] Tommy Thomas:   Does the CEO, does the board chair, deliver that or who does deliver it? [00:17:04] Lynn Erdman: I think it's too intimidating for the entire board. I've seen it done with a small group, two or three people doing it as well. But I think that you've got to have that relationship with the board chair and head of organization as well. So that works well to be able to have that type of conversation where the board, Chair, and the president can talk freely so the president can say wait, that really hurts me or I hear it, but help me think through this instead of being in a group of people saying that's the way you feel. So there needs to be at least some trust and some support of the person in that senior role. [00:17:49] Tommy Thomas: How are you using the committee structure on some of your boards right now? I use task forces for projects that have a beginning and an end.  When the project is complete, we sunset the task force.  Committees are sustaining and usually serve for a long period of time. [00:17:55] Lynn Erdman: Definitely, I've got task forces and committees. So I use a task force if it's a project that has got a beginning and an end to it. And then I can get something done. The task force may run for a year. It could run for longer, but I use them for that. And then committees are going to be something that is sustaining and that is going to run over a period of time. And I find that works really well. Then I can sunset task forces and say, and even, show, okay, this was the goal. This is what we did. And this was the outcome. Then committees continue and report throughout the process. And oftentimes their goals can change too, but they're standing and they're going to continue. It's always good to think about which committees you need at the end of every fiscal year. Are the committees still valid? And if not, what needs to be added or what needs to be changed for those committees? [00:19:02] Tommy Thomas: Give me some pros and cons on term limits. I am a big believer in term limits on nonprofit Boards. [00:19:06] Lynn Erdman: Oh, I'm a big believer in term limits. Because I've been on boards where people were on it indefinitely. In fact, in one of the recent CEO positions I had a board member on there who had been on there indefinitely. And it was like, okay, how are we going to do this? And yes I think that three-year terms are good. I think two-year terms are very quick. You get on, you barely figure out what it is, you've got a second year and you're done. So I'm a proponent of three years and a recurring if you want to do six and then you got to step off at least for a year if not longer. [00:19:49] Tommy Thomas: Philosophically, are you in favor of the boards being involved in the strategic planning or should that be the CEO's job to do that or have it done and bring it to the board? [00:20:00] Lynn Erdman: I'm in favor of a two-prong approach. I believe the staff should do the strategic plan with the CEO and then bring it to the board and the board should have a discussion about it. And the reason I say that is they're going to be the ones that have to carry it out. They're the ones who have their feet on the ground. They're seeing all the needs every day. I always want boards to weigh in and say, what do you think needs to be in the strategic plan? What things would you want to see? But I think it's a joint effort between staff. I've seen it done where the board has been solely responsible for the strategic plan. Staff had no input and then watching it be carried out is not a pretty picture. +++++++++++++++++++++++++ [00:20:43] Tommy Thomas: You and I are old enough to remember the Enron scandal, and then there have been many since then.  Talk to me about fiscal responsibility and the board. The Board must take fiscal responsibility seriously.  You have to have people who have the courage to ask the hard questions. [00:20:56] Lynn Erdman: Yes that is the board's responsibility. Fiscally, it's important. I was with an organization, and this was several years ago, where the board did not take their fiscal responsibility into play. Just trusted the numbers that came out, did not look any deeper than that. And there was actually money being siphoned off by leadership. And it really almost destroyed, in fact, did destroy for a number of years. The organization has to look deep. You have to ask the questions. You've got to have people on your board that are going to ask the questions. You have to share the finances and you have to be open and honest when there are troubles. It's okay to have a whistleblower. You need to make sure that all the staff know that the policy has to be in place so that somebody can share if they see something in the workplace that the board should know about. [00:22:06] Tommy Thomas: Where should the board get involved in risk management? Is that a board function? [00:22:15] Lynn Erdman: I think the board's responsibility is to, if the organization is going to make a decision to go into something, they need to be looking at all the risks that are there for the organization. And if they're not doing that, then, and leaving that just to the board and the staff, then you can see it where there's a disjunction between the board and the leadership, and that'll destroy an organization too. So anytime anything new is coming into play that's going to impact the organization, the board has got to be involved, at least knowledgeable enough to ask questions and to know. [00:23:03] Tommy Thomas: Succession planning is something that I find overlooked a lot. When should the board and the CEO begin to talk about succession planning? [00:23:13] Lynn Erdman: Depends certainly on the size of the organization, but the best time to do it is at least a year before the person's going to leave, if not before. I'm with an organization now that started looking two years before. And, to me, they've done it right. Better than anybody I've seen with the CEO being extremely honest more than a year out saying, I'm planning to leave the organization, and here are the steps in place so that all the employees know what's coming and that the board has been working on this thing for a year before that it was even told to the employees. So that's when you have a good, healthy organization. When it's just a surprise, and sometimes that happens if they decide to fire a CEO or whatever, then all of a sudden you haven't thought through a succession plan. Before a board does that they should know who they'd like to put in place before, even if they're going to make the decision to let somebody go, they should be thinking through because you can't decide that the board chair is going to run the organization and if you do, you're asking for trouble. [00:24:20] Tommy Thomas: What are the pros and cons of grooming your next CEO from within? [00:24:28] Lynn Erdman: I certainly think there are many organizations that have quite wonderful talent within the organization and people within an organization always like to see people move up. On the flip side of that, people within an organization don't always like to say they know the person who's coming in as CEO, and instead, they think, oh, if it comes from the outside, then we're all on even playing field. If it comes from the inside who does this person like, who are they friends with, those types of things. So I think it's a mixed bag, but there's always talent within an organization. It never should be overlooked. [00:25:09] Tommy Thomas: What's been your experience with the outgoing CEO staying around in an advisory or emeritus role? I am not a fan of the CEO staying around in an advisory or emeritus role.  That can be a recipe for disaster.  The outgoing CEO needs to make a clean break from the organization. [00:25:19] Lynn Erdman: It is my experience, personally, has been it's a disaster. There really needs to be a separation there. If they come back and they're offering some insight and that type of thing a year later, or something of that nature, but there has to be a clean break. The person that moves in as the CEO has got to be able to make their own decisions without looking over their shoulder and thinking what would that person do if they were sitting here, maybe I should ask them, and then they're never going to be at the caliber and the level that they potentially could serve most meaningfully. Yeah, I believe that there needs to be a clean separation. Now, I have seen successful separations where the person that was in that top position came back as, and this happened to be at a university, came back as faculty for a particular course, again, later. And that's totally different. They're not there in an advisory role, but I do think, certainly for a short period of time, if you're going to have some overlap, that's different, but when the person is fully taking their position it's time to separate.  [00:26:34] Tommy Thomas: I want to bring this to a close by circling back on your career. You've come full circle. You started out in nursing. You've risen through the ranks, you've started organizations, you've been a CEO, and now you're back as a registered nurse. How does one do that? [00:26:54] Lynn Erdman: Yeah, I look back on my career, I've been extremely blessed, and I've had opportunities that have unfolded before me that I really never thought I would have, and certainly would have never thought that as I was coming through college. It's always been because someone saw something in me that I did not see, or someone believed in me even more than I might have believed in myself. And for those opportunities, I've gotten to grow and learn in a whole variety of settings and all of the past number of years have been a non-profit. But I happened to serve on a board of directors that meant a lot to me and I've served on a lot of boards, but this one really touched my heart. Because of the fact that they were dealing with people that were often homeless, but certainly addicted to drugs and alcohol. That's a type of nursing I have never done. And so I remained in contact with the CEO of this particular organization over the years, just as friends, and I called the CEO about a year before I knew I was going to retire and said, I'd like to volunteer when I retire. And I wanted to work with the women because that's where I've spent most of my career, with women and women's health and cancer and those types of things. And I can remember him looking at me across the coffee cups at the table saying, I have a PRN nurse position. I'd love for you to look at that. And I thought, oh, I just said retirement. Anyway, I looked at it and I thought, oh that would be good. I keep my nursing license and just dabble in this a couple of days a week and sure enough, he was wiser than I was because not only did I retire from a long career of full-time work, but I started doing a day or two a week at this organization and I'm now full time. And I would tell you that it's probably one of the best jobs I've ever had. I absolutely love it. It's an incredible way to end my career and an incredible way to do retirement. I have nobody who reports to me, number one, which is a really nice thing. I have lots of people who care about me and I care for and are so grateful for the services that I provide. When you leave work and people are outside, good night nurse Lynn, we love you. Can't wait to see you tomorrow. You think oh my gosh this was not like it was when I was a CEO, you know, that type of thing. It's a really nice and wonderful way to use the skills that I've had all of this time, but was away from the bedside, now circled all the way back. A great wrap-up in the group. Yeah, you are really blessed and grateful. I would tell a younger version of myself to take advantage of opportunities and don't beat yourself up for making mistakes.  Learn from your mistakes and keep moving. [00:29:54] Tommy Thomas: If you could go back and tell your younger self something, what would that be? [00:30:00] Lynn Erdman: I would tell my younger self to take advantage of every opportunity and don't beat yourself up for the things that you make mistakes in. Because I know I've been hard on myself. I'd come home thinking, how stupid am I? How could I have done that? How did I make that decision? Just roll with it, learn from it, and keep moving. ++++++++++++++++++++ Tommy Thomas Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes on our website www.JobfitMatters.com/podcast. If there are topics you'd like for me to explore, my email address is tthomas@jobfitmatters.com.   Word of mouth has been identified as the most valuable form of marketing. Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising. If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode. Until then, stay the course on our journey to help make the nonprofit sector more effective and sustainable.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

Labor Day has come and gone. BBQ was had and cookies were baked. Meredith won a BumpBox! How cool is that?! Our guest today is an expert on something many of us experience and deal with - especially as we start to get a little older - pain. We need to note right away. This show is NOT medical advice. You should always check with your doctor or care provider any time you are dealing with pain or trying different activities to deal with pain. Rick Olderman brings a unique and holistic perspective on dealing with pain. Struggling with his of issues of managing pain for patients, he began to study different methods and ways of addressing pain. As he learned more, he recognized that many people treated pain by looking at a "component". Rick advocated for a more comprehensive "system" method for addressing pain. He has written a series of books targeting common pain areas, and he has developed programs to help professionals that engage folks that have pain. A very interesting conversation. Find more at rickolderman.com. Rick offered 20% off programs by using the code FIXINGYOU. In Industry news. Tonal files for some patents. Peloton releases the sign up for Row info and they also launch a celebrity series that features Ashton Kutcher and his training for a marathon. He also brought Kim K into the studio with him. PERFORM launches a run coaching app that also has AI that adjust music to your pace ands heart rate. Impossible foods debuts frozen meals. TRX original founder rebuys the financially struggling company. Zwift launches a low cost direct drive trainer compatible with its app. Exercise is medicine - 40% lower mortality with 5 hours of exercise a week. Echelon Coach is launching soon! Programs that set you up 1:1 with instructors for coaching and programs. Batman month launches.Echelon is launching Susan B Komen 100 mile challenge. Echelon sponsors prizes for the event as well - see more on their website. Meredith runs down the long list of shoutouts and fun names. Snackdown results "do we wait for TRUE fall for fall treats?" New challenge: Favorite fall activity?

As a seasoned TV anchor covering world events throughout the globe, Jane Hanson has spent over 30 years helping people learn to communicate better. Hanson focuses on three core elements: what you say, how you say it, and how your body language keeps it all in sync. Not only does it enhance their presence and ensure they resonate with every type of audience, but in today's fast-paced world, it is imperative to be on one's A game 24/7. Web: https://www.janehanson.com/ https://www.instagram.com/janehansonofficial/ https://www.linkedin.com/in/janehansontv/ https://www.facebook.com/JaneHansonTV Bio: Jane Hanson grew up on the prairies of rural Minnesota, coming to New York three decades ago to join the NBC networks. She began as an anchor and correspondent for NBC New York in 1979. In 1988, Jane was named co-anchor of “Today in New York,” a position she held until 2003 when she became the station's primary anchor for local programming and the host of “Jane's New York”; She covered events ranging from the tragedy of 9/11 to the joy of Yankees victory parades to Wall Street and Washington; has interviewed presidents, business magnates, prisoners, and celebrities; traveled as far as the Gobi Desert of Mongolia and the great depths miles below New York City for her special reports. Most recently she hosted a daily entertainment and lifestyle program, New York Live, for NBC4 in New York City. Jane has won 9 Emmy Awards. In addition, she was named Correspondent of the Year by New York's Police Detectives and received a similar honor from New York's Firefighters. She has also been the recipient of numerous other awards for her service to the community. Jane has served as the March of Dimes Walk-America Chairman, honorary chair for the Susan B. Komen Foundation's Race for the Cure, and as a board member of Graham Windham, Phipps Houses, the Randall's Island Sports Foundation, the Westhampton Beach Performing Arts Center, and Telecare. She has taught courses on communication at Long Island University, Stern College, and the 92nd Street Y. Hanson is a Past President of the New York Chapter of the National Academy of Television Arts and Sciences. Read more about her at https://www.janehanson.com/. About the show: ► Website: http://www.ashsaidit.com ► Got Goli Gummies? https://go.goli.com/1loveash5 ► For $5 in ride credit, download the Lyft app using my referral link: https://www.lyft.com/ici/ASH584216 ► Want the ‘coldest' water? https://thecoldestwater.com/?ref=ashleybrown12 ► Become A Podcast Legend: http://ashsaidit.podcastersmastery.zaxaa.com/s/6543767021305 ► Review Us: https://itunes.apple.com/us/podcast/ash-said-it/id1144197789 ► SUBSCRIBE HERE: http://www.youtube.com/c/AshSaidItSuwanee ► Instagram: https://www.instagram.com/1loveash ► Facebook: https://www.facebook.com/ashsaidit ► Twitter: https://twitter.com/1loveAsh ► Blog: http://www.ashsaidit.com/blog ► Pinterest: https://www.pinterest.com/1LoveAsh/ #atlanta #ashsaidit #ashsaidthat #ashblogsit #ashsaidit® Ash Brown is a gifted American producer, blogger, speaker, media personality and event emcee. The blog on AshSaidit.com showcases exclusive event invites, product reviews and so much more. Her motivational podcast "Ash Said It Daily" is available on major media platforms such as iTunes, Spotify, iHeart Radio & Google Podcasts. This program has over half a million streams worldwide. She uses these mediums to motivate & encourage her audience in the most powerful way. She keeps it real!

Kansas City’s Nonprofit Voice! Sharing the stories of local nonprofits and connecting them with the community! We talk with philanthropists, volunteers, community activists, executive directors, and non-profit lovers from the Kansas City nonprofit community. Be seen, be heard with KC Cares! Kansas City’s Nonprofit Voice! On Episode 366 of KC Cares, we talk with Erica Terry with Susan B. Komen-Kansas & Western Missouri! Listen now! ••••••••••••••••••••••••••••••• Susan B. Komen-Kansas & Western Missouri Erica Terry, CEO & Executive Director Save lives by meeting the most critical needs in our communities and investing in breakthrough research to prevent and cure breast cancer.  https://komenkswmo.org/ ••••••••••••••••••••••••••••••• Find us on Facebook:@ Kccaresradio Twitter: @kccaresradio Instagram: @Kccaresonline ••••••••••••••••••••••••••••••• Also available on Itunes || Spotify || Stitcher || Soundcloud || Youtube  ••••••••••••••••••••••••••••••• KC Cares, Kansas City’s nonprofit voice, tells the stories of Kansas City nonprofits and connects them with the community.   Produced by Charitable Communications  In partnership with the Kauffman Foundation Think. Do. Be Uncommon.

Episode 02 of Squawk Ident was recorded on 06 OCT 2019, details a (2-2-1) four day sequence with PHX & LIH layovers. We discuss Breast Cancer Awareness month and the pink ties we wear, a typical routine before a trip. We also highlight the sights, sounds, and smells of a preflight. A tale of a closed airport in a snow storm and more on this episode of Squawk Ident. Susan B. Komen website: ww5.komen.org [02:45] - From The Line [06:40] - Susan B Komen foundation [12:55] - A Love Affair with a Walk Around [19:12] - PHX layover [26:00] - On the Run [30:00] - Behind the Flight Deck Door [35:30] - There We Were [49:05] - What's in the Flight Bag? [54:29] - Contribute a Verse --- Send in a voice message: https://anchor.fm/SquawkIdent/message Support this podcast: https://anchor.fm/SquawkIdent/support

Millennium's former VP of Marketing, Freya Smale, interviews Advisory Board member Cynthia Johnson, Co-Founder & CEO of Bell + IVY Cynthia's book, "Platform" - The indispensable guide to developing a personal brand, finding an audience, and nurturing followers, is scheduled for release February 2019! Here is the info for it: In the modern world, influence is everything and personal branding equals influence. Platform is the why-to, how-to handbook by top expert Cynthia Johnson for everyone who wants to develop and manage a personal brand. Johnson explains the process of going from unknown to influencer by achieving personal proof, social proof, recognition, and association. Johnson herself went from an on- staff social media manager to social media influencer, entrepreneur, and marketing thought-leader for in just three years using her process of accelerated brand development, continuous brand management, and strategic growth. Fans of #GirlBoss and #AskGaryVee, who wonder how their favorite influencers found their voice and built their audiences, will find the answers here and discover that the process is technical, creative, tactical, and much easier than they think. About the author: CYNTHIA JOHNSON is the cofounder of the Los Angeles-based branding agency Bell + Ivy and has 1.7 million followers on Twitter (@CynthiaLive). She was named one of the top five personal branding experts in 2017 by Entrepreneur magazine, Inc. listed her as one of the 20 digital marketing people to follow, and Mashable named her the third most important marketer to follow on SnapChat (#CyninLA). Johnson sits on the advisory board for nGage.social and is a frequent guest speaker at USC Marshall School of Business, Stanford's Igniter program, and at Fortune 500 companies' executive retreats. Her work has been featured in Inc., Forbes, and TIME and she has advised on the social media, branding, and viral campaigns for companies such as Vans, Levi's, and the Susan B. Komen Foundation.

While Muhlenberg County, Ky., is well known for its rich veins of coal, it's also known for its wealth of musicians, singers and songwriters.Travis Dukes, a coal miner's son, grew up singing in the church choir as a boy andlater made his way through college performing in various venues around Bowling Green.With a home base in Nashville, the multi-talented singer, songwriter and performer is opening for acts like the up and coming Charlie Worsham and 90s country hit maker Billy Dean.A graduate of Western Kentucky University with a degree in special education, Travis taught in the Williamson County, Tenn., school district for three years before making music his full-time profession.“I learned a lot from the kiddos,” said Travis. "Patience is key.”With roots in gospel, his varied influences also include the music of Nirvana, Garth Brooks, Tom Petty and Eminem.“I really get into the storytellers,” said Travis. “It's how a story is shared through music that relates to everyone.”No matter what song he sings — whether original music or a cover tune, Travis delivers the song with his own flavor.Continually perfecting his songwriting craft, Travis has been taught the ropes with songwriters such as Richie Brown (whose songs have been hits for Garth Brooks and Jerrod Niemann), and has written some great tunes with James Breedwell of William Berry Publishing.Whether with his band or performing his one-man show, Travis delivers his unique performances to audiences throughout the nation. He has played several major gigs for large companies like Hampton Inn and Holiday Inn.Travis has also performed in several concert series for venues such as 95 WGGC, MBR Distillery, Camp Jordan's Summer Jams, as well as state and national fundraisers such as the Tennessee Kidney Foundation and the Susan B. Komen Breast Cancer Foundation.New audiences become new fans of the creatively-talented Travis Dukes as his career branches into new territories without missing a beat. His improvisational humor and interaction with audiences create a fun-filled evening that creates lasting impressions with new found friends.

Nicole talks about Allen West changing districts and Susan B. Komen pulling out of Planned Parenthood. Plus OWS's Jesse LaGreca and LEAP's Peter Christ