Podcasts about Teach

When God's people had just finished rebuilding the broken walls of Jerusalem and gathered to hear the law read aloud, they were moved to tears. They heard how far they had fallen short of how God wanted them to live, and the grief was genuine and real. But Nehemiah stepped in with a message that must have surprised them: stop grieving and start celebrating. Eat good food, enjoy sweet drinks, share with those who have nothing prepared. Why? Because this day is holy to the Lord, and the joy of the Lord is your strength. Joy and happiness are not the same thing, and that distinction matters enormously for anyone trying to navigate a difficult season with faith intact. Happiness depends on circumstances. When things go well, it is present. When things go wrong, it disappears. The joy of the Lord operates on entirely different terms. It is based not on how a day is going, but on who God is — and because God never changes, His joy never runs out. It is available in any circumstances, at any moment, as a choice rooted in what we know to be true about Him. Notice also what Nehemiah asked the people to do once they received that joy: share it. Joy that fills the heart naturally spills over into generosity, into noticing others who are in need, and into action. The burden of the world does not have to rest on our shoulders. We simply need to let our loving Heavenly Father lead the heart — and let His joy be our strength, today and every day. Bible Verse "Do not grieve, for the joy of the LORD is your strength."— Nehemiah 8:10, NIV Ponder Today Joy is a gift from God that can be chosen in any circumstances. Unlike happiness, which depends on things going well, the joy of the Lord is rooted in God's unchanging character and love. It is available to you right now, regardless of what your day looks like. The joy of the Lord acts like fuel for the soul. Pushing through difficulty in your own strength leads to exhaustion. Letting God's joy fill your heart gives you the energy, peace, and confidence to keep going — not because circumstances improved, but because your source of strength did not change. You do not have to pretend problems do not exist to choose joy. Choosing joy is choosing to focus on God's goodness rather than temporary troubles. It is believing that God is stronger than the challenge, not pretending the challenge is not real. Joy that fills the heart naturally spills over into generosity. Nehemiah's instruction was to share food with those who had nothing. God's joy cannot be kept to yourself — it produces a desire to notice others in need and respond with the same abundance we have received. You do not have to carry the world on your shoulders. Your job is to let your Heavenly Father lead your heart. When stress comes, remember God is with you. When guilt sneaks in, remember His love is unconditional. When worry rises, remember His power is more than sufficient. A Prayer for You Today Dear God, thank You for loving me completely and unconditionally and for giving me strength in every situation. You know the burdens I have been carrying lately. You know what makes my heart feel overwhelmed with sadness or stress. Today I want to lay all those worries at Your feet and trust You to help me with each of them. Please fill my heart right now with the joy that only You can give. Help me remember that my joy does not depend on my circumstances, but on Your goodness, which never changes. Teach me how to let Your joy lead my thoughts, words, and actions today. Whenever I feel overwhelmed, remind me that Your joy is my true strength. Give me an open heart to notice those around me who are suffering, and show me simple ways to share Your joy with them. Thank You, God. Amen. Want More? Sign up for our free newsletter, The Good Word, for weekly biblical wisdom and encouragement delivered right to your inbox. Join our community today: https://www.lifeaudio.com/thegoodword/ Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.

What if some of the most important stories about Ronald Reagan are the ones most Americans have never heard?In this powerful conversation, David and Stacy sit down with Mark Joseph, producer of REAGAN, to uncover the remarkable stories behind the 40th president—and the nearly 20-year journey to bring his life to the big screen.Mark shares what he discovered after interviewing dozens of people who personally knew Reagan, including surprising details about Reagan's childhood faith, the sermons that helped shape his worldview, his early understanding of communism, and the incredible story of forgiveness following the assassination attempt on his life. He also takes us behind the scenes of REAGAN, revealing how Dennis Quaid transformed into the president, why Hollywood critics and everyday moviegoers responded so differently to the film, and what audiences will see in the new Director's Cut.REAGAN: The Director's Cut returns to theaters September 25 with 10 minutes of never-before-seen footage as part of a special edition celebrating America's 250th anniversary.TO WATCH ALL FLYOVER CONTENT: www.theflyoverapp.comFollow and Subscribe on YouTube: https://www.youtube.com/@TheFlyoverConservativesShow Mark JosephTICKETS: https://www.reagan.movie/MAKING REAGAN BOOK: https://a.co/d/09Rh66XL AMAZON VIDEO:https://www.amazon.com/gp/video/detail/B0DMTJMRWY/APPLE TV:https://tv.apple.com/us/movie/reagan/umc.cmc.6yum5f9xp7nawka60vvtjh68uBLU-RAY / DVD:https://a.co/d/02Y2zt5vMark Joseph is an award-winning film and music producer, author, columnist, and founder of MJM Entertainment Group. He produced REAGAN, starring Dennis Quaid, and has been involved in the development or marketing of major films including The Chronicles of Narnia, The Passion of the Christ, Ray, and Holes. He has produced numerous films including Max Rose, The Vessel, No Safe Spaces, and REAGAN. For REAGAN, Joseph spent years researching Ronald Reagan's life and interviewed approximately 50 people who personally knew the president. He is also the author of Making REAGAN: A Memoir from the Producer of the REAGAN Movie, which tells the behind-the-scenes story of the long journey to bring Reagan's life to the big screen.-------------------------------------------

Are you ready for Shofar-Blowing, Jesus praising, Power-Packed Wednesday Morning session with Stacy Whited?! If not, then get your mind right because we are LIVE at 11:11AM CST.TO WATCH ALL FLYOVER CONTENT: www.theflyoverapp.com Follow and Subscribe on YouTube: https://www.youtube.com/@TheFlyoverConservativesShowTO WATCH ALL OF THE PROPHETIC REPORTS - https://flyoverconservatives.com/resources-2/prophetic-words/For Printable Versions of the Declarations - text DECREES to 40509(Message and data rates may apply. Terms/privacy: 40509-info.com)WATCH Ginger Ziegler:RUMBLE: https://rumble.com/c/GingerZieglerMinistries?e9s=src_v1_cmdWEBSITE: https://gingerziegler.com/► Experience Your Own Healing Using Frequencieswww.wavwatch.com/flyoverUse promo code FLYOVER for 15% off► Support Patriot Women and Save 20% off at Fern Valley Soap - www.fernvalleysoap.comPromo Code: FLYOVER 

Cole Davis is a bassist, composer, educator, and the creator behind Better Bass Lessons, where he brings a playful, practical approach to jazz bass education. In this episode, Cole and Jason Heath trade lessons across the classical/jazz divide, building on their previous New Simandl collaboration and digging into Cole's ideas around walking lines, open strings, and groove. Jason then turns the tables with a bow lesson for Cole, covering fresh rosin, French bow hold, using the whole bow, vibrato as its own hand position, "uni-finger" concepts, and finding a thicker arco sound through bow weight, contact point, gravity, and relaxation. Enjoy, and follow Cole at Cole Davis, Better Bass Lessons, Instagram, and check out his Simandl quiz and his Double Bass HQ collection.   Thank you to our sponsor! We want grip and longevity from rosin. Most fail at one of them. We get a lot of rosin sent our way to evaluate on the job. Wiedoeft is the one we keep using, from symphony stages to theatre pits. All Season — Balanced grip across normal swings in temperature and humidity. Ultra-Grip — A softer blend built for cold halls and dry climates. Use code DBHQ for free shipping, direct from Wiedoeft. Connect with DBHQ Join Our Newsletter Double Bass Resources Double Bass Sheet Music Double Bass Merch Gear used to record this podcast Zoom H6 studio 8-Track 32-Bit Float Handy Recorder Rode Podmic Sony Alpha 7 IV Full-frame Mirrorless Interchangeable Lens Camera Sony FE 16-35mm F2.8 GM Lens Sony FE 24-70mm F2.8 GM Lens When you buy a product using a link on this page, we may receive a commission at no additional cost to you. Thank you for supporting DBHQ. Theme music by Eric Hochberg

What if the biggest mistake you could make in a challenging market is pulling back while your competitors are doing the same thing?   When business slows down, it's natural to cut expenses, protect cash, and wait for better conditions. But Alan Mulally's turnaround of Ford Motor Company offers construction leaders a different playbook: confront reality, create transparency, keep your strategy simple, get your team working toward the same goals, and continue investing in the areas that can create an advantage when the market rebounds.   In this episode, Bradley Hartmann shares his biggest leadership and management lessons from Bryce Hoffman's American Icon: Alan Mulally and the Fight to Save Ford Motor Company and explains why those lessons are especially relevant for leaders navigating today's challenging construction market.   You'll discover: How Alan Mulally used radical transparency and the principle that "you can't manage a secret" to break down silos and get leaders confronting the same reality. Why a simple, durable strategy can help your team navigate massive market changes without abandoning the plan and starting over. Why continuing to invest in your people, processes, and products while competitors hunker down can position your business to emerge stronger when conditions improve.   Play the episode to discover how the leadership principles that helped turn Ford around can help you build a more aligned, resilient, and competitive business through uncertain markets.   At Bradley Hartmann & Company, we help construction teams improve sales, leadership,  and communication by reducing miscommunication, strengthening teamwork, and bridging language gaps between English and Spanish speakers. To learn more about our product offerings, visit bradleyhartmannandco.com. The Construction Leadership Podcast dives into essential leadership topics in construction, including strategy, emotional intelligence, communication skills, confidence, innovation, and effective decision-making. You'll also gain insights into delegation, cultural intelligence, goal setting, team building, employee engagement, and how to overcome common culture problems—whether you're leading a crew or managing an entire organization. Have topic ideas or guest recommendations? Contact us at info@bradleyhartmannandco.com. New podcasts are dropped every Tuesday and Thursday.   This episode is brought to you by The Construction Spanish Toolbox —the most practical way for construction teams to learn jobsite-ready Spanish in just minutes a day over 6 months.        

https://teachhoops.com/ How quickly can one basketball game become an entire story in an athlete's mind? A player has a great opening night and thinks, “This is finally my year.” Another struggles and immediately thinks, “Here we go again.” A player gets fewer minutes than expected and decides the coach no longer believes in them. A teammate has a breakout game and suddenly someone else begins wondering whether they are falling behind. In this episode, Coach Collins explores one of the most important mental-performance lessons athletes and coaches can learn: one game is evidence, not a conclusion. The problem is not that athletes have emotions after competition. That is completely normal. The problem begins when those emotions start creating conclusions that the available evidence does not actually support. One poor shooting night becomes “I'm not a good shooter.” One turnover becomes “I can't handle pressure.” One change in playing time becomes “Coach doesn't trust me.” Coach Collins explains why athletes need to learn the difference between what actually happened and the story they are telling themselves about what happened. Those are two very different things. This episode introduces a simple method athletes can use following games. Create two lists. On the first, write only the facts of the performance: minutes played, shots taken, defensive communication, turnovers, effort, body language, and specific moments. On the second, write the interpretations your mind immediately wants to create. Seeing those two lists next to each other can be powerful. The first contains evidence. The second contains a story. Coach Collins also challenges athletes to approach performance more like scientists. Good scientists do not perform one experiment and immediately announce a conclusion. They gather information, look for patterns, remain curious, make adjustments, and continue testing. Athletes can do the same thing. Instead of asking, “What does this performance say about me?” ask, “What is this performance teaching me?” One question pushes athletes toward identity and judgment. The other pushes them toward curiosity, development, and growth. And this lesson matters after great games too. Athletes can become just as trapped by positive conclusions as negative ones. One great performance does not mean everything is solved. Celebrate it, enjoy it, and then study what created it so those behaviors can be repeated. For coaches, the message is equally important. Our reactions help determine the story athletes attach to their performances. Correct mistakes. Hold standards. Teach the game. But do not allow one performance to become an athlete's identity. A season is long. Roles change. Players develop. Confidence moves up and down. There will be great nights and difficult ones. The athletes who continue to improve are usually the ones who remain curious long enough to learn from all of them. One performance should never tell an athlete who they are. It should tell them what they can learn next. basketball coaching, basketball leadership, mental performance, athlete mindset, sports psychology, coaching athletes, basketball confidence, handling bad games, athlete self-awareness, player development, basketball mental toughness, performance anxiety, overcoming mistakes, basketball season, coaching confidence, athlete identity, growth mindset, basketball coaches, high school basketball, youth basketball coaching, player confidence, learning from failure, coaching mistakes, sports performance, basketball podcast, TeachHoops Keywords Learn more about your ad choices. Visit podcastchoices.com/adchoices

Grab the Secondary Teacher Systems Toolkit here: https://khristenmassic.thrivecart.com/systemstoolkit/?ref=pod Too many preps and not enough time? Let's make your planning period actually work for you. Hop into the Unit Planning Lab here: https://khristenmassic.thrivecart.com/augustlab/?ref=podcast Planning for the next school year? If your day is organized by class period, your planning calendar should be too. Grab my Editable Class Period Calendar here: https://khristenmassic.com/secondarycalendarpodGet the Planning Period Reset Toolkit—a free set of quick-start tools to help you protect your time, focus faster, and finally finish something… even during chaotic school days. https://khristenmassic.com/resetShop my Teachers Pay Teachers store: https://www.teacherspayteachers.com/Store/Khristen-Massic-Cte-Teacher-CoachTeacher time management starts with one strong unit. Not your whole curriculum, not every prep, and not the entire school year mapped out before September. For middle and high school teachers managing multiple preps, that smaller target can feel almost too simple. It can also be the first target that gives planning a real finish line. This episode of The Secondary Teacher Podcast takes on the question sitting behind every multi-prep teacher's work: what can one unit actually solve when you still have four preps waiting? The honest answer is that one unit won't magically plan every course. It can give you proof that a repeatable planning process works, and that proof matters more than one beautiful lesson plan.The common mistake is treating every course like a separate creation project. With three, four, or five courses, each class can begin to feel like its own world. The activity structure that worked in engineering may seem useless in CAD. A routine from an introductory course may appear impossible to transfer to an advanced one. A planning approach that helped in one prep can feel as though it has to be reinvented for the next. Before long, every unit starts from zero. That's the part that makes planning relentless. The work isn't only the volume of lessons, materials, and decisions. It's the constant rebuilding of how to plan whenever the content changes. Teacher time management starts with one strong unit because that unit can interrupt the cycle of starting over.The better way is to separate content from the process used to make planning decisions. Content changes from course to course, but the way you decide what students are working toward, what materials are usable, and what still needs attention can travel. The Introduce, Practice, Produce structure is presented as a structure that can work in a CTE course, an elective, a mixed-level class, or a singleton course nobody else in the school has taught. The Ready Enough SORT, reuse, adapt, create, find, decide, wait, gives you a way to examine the materials in front of you without assuming everything must be built from scratch. These are planning decisions you can carry into another unit, even when the topic and course change.That transfer is the point. After one unit, the next planning session doesn't begin with an empty page. You have a structure to put materials into. You have a framework for deciding what you already have. You have a finish line you've reached before. This is what makes teacher time management starts with one strong unit more than a catchy episode title. The first unit serves as evidence. It shows that planning can move through an order instead of scattering across every possible task. The next time you sit down with a different unit in the same course, or with a completely different course, the content may be unfamiliar, but the planning process doesn't have to be.The decision-making gets faster because you've practiced it, not because you're rushing. The first time you sort materials through reuse, adapt, create, find, decide, and wait, you're learning the framework while applying it. The second time is faster. By the third time, the framework can begin to feel like the way you naturally think about planning. That progression is especially important for multiple prep teachers because a planning process can't depend on having endless time to make every choice from scratch. “Ready enough” becomes something you can identify rather than a finish line that keeps moving. You know what questions to ask, the order to ask them in, and what enough looks like for the unit in front of you.There's an emotional shift here, too. Multiple prep teachers often carry the feeling that they're always behind, always underprepared, or always one unit away from feeling okay. A clear process doesn't mean everything is finished. It means the decision that needed to be made has been made, while the rest can wait. That distinction changes the work. The materials don't necessarily change. The way you look at them does. In the episode, teachers who once said, “I need to create everything,” began saying, “I already have this, I can adapt this, this can wait.” That is the move from planning as a creation project to planning as a series of decisions.One specific moment captures the shift. A teacher can look at a unit and initially see a long list of things to invent: lessons, slides, activities, and documents. The process asks that teacher to slow down and sort the work instead. What is the unit trying to accomplish? What are students working toward? What materials already exist? What needs adapting? What genuinely needs creating? What can wait? When those questions have answers, the unit is ready enough to teach. It may not be perfect, completely polished, or arranged in a perfectly organized Google Drive. The deliverable is the decision. Teacher time management starts with one strong unit when you stop measuring progress by how finished the files look and start measuring it by whether the important planning decisions are clear.This episode is for middle and high school teachers juggling multiple preps, especially teachers who feel every new course demands an entirely new system. It's for the teacher with four preps who hears “focus on one unit” and immediately thinks, “I still have four preps.” It's for the teacher who has collected materials but can't decide what to reuse, adapt, create, find, decide, or postpone. It's also for the teacher who has tried programs that felt bigger, more general, or less practical than expected. The Unit Planning Lab is named as the place to bring one unit, work through the planning decisions in order, and leave with something ready enough to teach and a process to repeat. All content is available as soon as you join, with the link in the show notes.You don't need to plan everything this summer. Build one unit well, with a clear process underneath it, and let that unit prove that planning doesn't have to be hard in the same way every time. The next unit can be lighter because you're no longer starting from scratch. The one after that can be lighter still. That doesn't promise that teaching becomes easy. It means planning becomes more manageable when you work with intention instead of treating every course as a brand-new creation project. For teacher time management starts with one strong unit, finish something that makes tomorrow lighter.Plan less from zero. Teach with more room to breathe.

Being a CEO dentist doesn't have to mean fewer patients. It means leading your business as intentionally as you are clinically. Kiera gives specific tips on how you, as a dental practice owner, can shift your mindset so you're operating like a CEO and your practice is humming. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team listeners. This is Kiera. And today we're just gonna kind of like jump right into it. I hope it's an amazing day over there. And I hope, as you're listening, today this is going out to our dentist owners. and I think that a lot of dentists actually own a practice, but very few of them actually run it like a CEO. Is that fair? Would you agree? Would you not? what do you think? What do you think about that? Do you feel like that is   And the way you'll know if you're running it like a CEO or if you're just being owned by it is do you feel trapped in your business or do you feel in control of your business? And I think I want to just kick this off because there are times, and I will tell you, once you hit one or the other, that's not forever. That state is not a forever state. So just because you might be there today doesn't mean you'll forever be there. So if you're trapped, great news, you won't always be there. If you're if you're feeling in control, great, you're not always going to be there either. But   The goal is like being a CEO dentist doesn't mean that you're actually having to see fewer patients. It's about leading your business as intentionally as you are clinically. And being the leader of that, being the person who actually is setting the tone and being a CEO. And I think when I started my business, I didn't know what a CEO was. I did not know the difference between like owning a business and managing a business. Like I just thought you worked in it. but I think when I started looking at if I left tomorrow for two months, excluding your dentistry.   Could my team function? Could my practice continue to grow? Do I have systems? Do I have processes? Do I have things in place to where I could do that? If the answer is no, then great, you're still managing your practice. If it is yes, then great, you're sipping into that CEO role. Does your team have the playbooks? Do they have that? And so today I just kind of want to dig into like a CEO Dentist playbook of like, how can you lead a practice that grows without you? I will say this is tricky. Like you still need to be the CEO, you still need to have a vision, but I think it's a lot of pieces will be on mindset shifts that we're able to have.   what you can possibly do differently. And then like what are some habits that you can do to grow to have growth, profitability, and freedom. Now again, this is if you want to. You don't I also think some people get into this weird black and white. Like if it's this, it's that, or if I don't do this or I do do that. I hate when I say do do. Guys, you just heard it come through. but I hate when you don't have to have it just be black and white. All right. You don't have to have it where it's all or nothing. There can be an and   You can be a great clinician and be a CEO. You can be a CEO and you can still be in your practice. You can step out of your practice. We just want to make sure that you are not just being a clinician. And if you want to, that's fine. But just make sure we have a CEO of your business. So know thyself and be free, I think is where it is. and if you want to look and think and lead like a CEO, these might be some great tips for you of some mindset shifts and what we what we should go through to help.   The CEO Dentist focus on where your focus should be, what things you can prioritize. So even if today it feels impossible, at least you have a roadmap of how to get there. So number one, as a CEO, you own the vision, not every task. And I think that's a bold statement. Own the vision, not every task. Your job is not to do everything, your job is to create the direction. And this feels weird to me. This especially like dental assistant turned CEO. That's a weird shift. So you better believe I was the girl who did everything.   My job is to look 10 steps ahead of my doctor. I'm supposed to be on point. I'm supposed to be doing these pieces. To have now an assistant who I'm like, hey, I need you looking 10 steps ahead of me. Where am I at? Like what things are coming down the line? That's weird. It's a weird shift for me. and but just helping you see like your job as a CEO is to own the vision. And most of the time you walk out of meetings without tasks. Now, if you are having tasks, that's okay, but make sure that they're truly CEO tasks that only you can do. And usually they tie to vision.   Profit culture. That's pretty much, and sometimes it will be like leading edge of a new initiative. So if you're wanting to build out a surgery center in your business, you're probably gonna be doing that right alongside with it, with your with your office manager. So what it looks like when it's broken and you are not owning the vision, and every task is coming to you is team constantly asks you what to do. You priorities are changing weekly, doctors making every decision or a lot of the decisions, like what toys are we buying for the toy box?   when should we schedule lunch? When should we have this person in? That means like you're still doing a lot of this, you're still managing your business, you're not leading and guiding it. So, like what a CEO dentist would do is you set a clear vision. This is where we're headed, this is where we're going. You have the priorities, this is what's happening in the next three months, and then you communicate what success looks like. So you see how there's a shift. The daily tasks are still getting done. You can still oversee them. You still have a manager who you meet with.   But you're not the one doing this. You're not stamping off on that. And I will tell you, it's a really awkward, it's really weird, but it's very freeing. And ultimately what it does is it also like we're doing a mastermind talking about Dan Martell's buy back your time. And that one we've got to just make sure we figure it out. And we like when you buy back your time, I look at my tasks and I think if I can have anybody do this task for less than four X what my hourly rate is, I need to do it.   And I need to push myself into my own comfort zone. And I need to be working on things that I can't also like right now. The projects I'm working on, like I can I can do my own confirmation calls, I could book my own travel, like I could stamp off on where team members are going and PTO and like lots of people can do that. What people can't do in our company is figure out where the next level of Dental A Team is going. And I that's my job. That's what I'm paid to do. That is literally Kiera's job. I still podcast with you guys, I still hang out, like.   Other people can podcast, these are things that I really enjoy. But I've simplified it down. I only block this much time in my calendar. So I have much more of my time that's dedicated to building our company. No one else is doing that. I'm literally the only person that does it. So for you to go from solving daily problems to leading the quarterly planning, leading team priorities, having the team become proactive and less dependent on you. So that would be what success looks like. So that's building a leadership team. We love to do this. We help build leadership teams. We help you to run your quarterly meetings and   Set up those rocks and teach the team how they're able to drive and influence rather than being dependent on the doctor. You're still there. You still get to help them. You still get to influence them. You still get to mentor them. Those pieces are going to be great for you. So what happens here is teams actually need you to be the lighthouse. And my team told me this. They said, Kiera, I know you want to be in the weeds with us, but we actually need you to be the lighthouse of like where the heck are we going? Because none of us can see that. And without your guidance and your direction, we're all going to be lost. And like   I like shirk over here. To me, that sometimes doesn't feel as good because I can't check a check mark. And I know that sounds so ridiculous. And I think that sometimes this is why people do sit in the day-to-day manager rather than into the visionary CEO seat because the day-to-day tasks feel good. Having the like I'm just gonna call myself out. This is speaking to Kiera. I'm having an intervention with myself over here. This is where I am wanting to be important.   me stamping off on things makes me feel like I have control. Me telling a team what to do, there's so many people that report to me. That's a freaking ego. My team does not need that. Do you know how many great leaders and managers I have in my team? They do not need me. I do not need to be stamping off on everything. Now, do we have a maturing team right now? Absolutely. Do we have a lot of like I feel like we shook the snow globe based on where we're headed? Absolutely. But that doesn't mean it's a forever seat for me. It's a temporary, it's an interim, and I know that they know that. So it's sitting there just in the interim.   and so what I would do for this is help your team feel empowered, where we can we move you to what are the three goals for the practice? What are the quarterly plans? Who's responsible, not the dentist? And then questions that come to a doctor. I want you to truly start asking, like, is this something only I can do? And if so, solve it. And if not, start delegating and having empowering your team to do it. This will help you. This is going to have it. So   That's CEO shift number one. Number two, I would say know your numbers that drive your business. and this I've talked about, I've harped on, there's so many podcasts on this. I just want you to know your performance. So you've got to look at your numbers before things feel wrong. You need to know numbers beyond production, and you need to make decisions on those numbers always. You gotta be looking at your KPI scorecard, your overhead, your PL. And every single month minimum, you are looking at like be the CFO. Like,   A CEO works with a CFO, and until you're large enough, you need to know these numbers forward and backwards. Your office manager should be preparing them, you should be looking at them, but you have got to know the numbers of your business. I'm not saying you need to be the one who preps all the reports, but you have to know what's going on. So that way you're able to see, are we making money? Are we not making money? And I think so many dentists get into this hustle and bustle of like, I'm just gonna go produce, produce, produce. And I'm like, Do you realize that if you just spent a little bit of that production time on looking at your numbers, you would actually be able to know.   rather than guess. You would be able to work less and create more. And so I just really think for you to start shifting. So number one is you got to set the vision and the culture and you got to have your team do it. You set the priorities, you define that where we're going and you communicate what success looks like. You're not solving every decision. Next step is you're using your numbers to make every single decision and you're having a monthly meeting on numbers. Money monthly meeting there you go money monthly meeting and you know what it is.   You know your numbers today, forward and backward. You know what your overhead is. You know where we're spending more, you know where we're spending less. You know what your profit margins are, and you know what you need to produce to cover all your expenses, including paying yourself. You need to review that every single month at a minimum. Set it up with your CPA, force yourself. Like that's what I do. I have a meeting with my CPA. I don't really need to talk to them, but that's Kiera's time where it forces me to look at the numbers, to review where I'm at, to make sure that I'm making decisions based on that. And then the third thing is going from an operator to an owner.   Is you've got to have leaders and systems so there's less dependency on you. so if we lucked again, I think about myself like if I were to leave, what things are gonna break in two months? That's where we start with those systems and that scalability. and what am I going to put into play? What am I going to do? What is going to happen? Like, where is this going to get resolved? And we start having those systems and those people built into those leadership spots.   So I really want to make sure that you guys have that of this is where it's the systems, the structure and the scalability. And I think the Dental A Team does such a good job of this. Like we know the systems to put into place for you. Like they're very basic, they're very minimal. Most things can get resolved. We have decision trees that are in there. We help your leaders look at the numbers so they know how to make the decisions too while you're gone. And this way it continues to grow and there's no more dependency upon you. You can truly step away. So   If you have this, I think that oftentimes doctors and office managers are firefighters and it's like, my gosh, care, I'm so exhausted and everything's coming to me. And it's like, okay, great, we're gonna make a list of everything coming to you. We're gonna chunk those into like what categories do they fit into. Then from there, we're gonna figure out who should be the owner of this, what protocols need to go into place, and what systems could reduce this. That way, when you go, then what we typically do is we recommend that you do actually schedule like a two-week, like start there.   vacation where you're going to be gone and the practice is still going to operate. And we want to just see what breaks. We're going to do the same thing for our office manager because we want to be able to make sure that this practice can truly start to function without you. Now, again, I get to a spot and I'm like, I'm on this path and I want to be the CEO of it, and I don't want to be there every day where I have to be there. And then I actually like achieve it. And I'm like, my gosh, who is Kiera? What is it like? What is my life if this doesn't happen? And what's   What's my own like what's my purpose? And I think this is where a lot of people get trapped in the cycle of your purpose is not to be doing tasks. Your purpose, like they still need you to set the vision. It's not something I can ever stamp off and say, I've done this, this, and this. I can't stamp a check mark on a vision. I can't step a check mark on a culture. Those things are almost like these soft skills, like they're they're soft. Like I can say I have a vision, I can say I have a mission statement. I can say we have a great culture. I do check, check, check.   But ultimately they're intangibles. They're things that people feel. They're things that people experience. And honestly, when I get to a point where I'm like, wow, the business can run without me. Sometimes I go in and I create chaos because I want to be needed. And I want to just caution you that as you're going to this, whiplashing a team can actually be so detrimental to them. Sending them on, like, I want to be here. But then you come in and you undercut everybody. This is me talking to myself. I'm sure none of you do this. So sorry, Dental A Team.   I do it. And it's I have to recognize that that's ego. That's not serving anybody, including myself. It's not serving my team. So if I have great leaders, which I do, I've got an amazing leadership team. But if I constantly go in and I'm answering questions in Slack and I'll calm myself out on this of like, that was wrong. That's not my place to overstep. And I need to connect in with the leader. you can have the best of intentions, but if you're not willing to let leaders grow, you're not willing to truly want to be the CEO, don't   Preach it unless you actually are going to execute on it. You can have sluts like small setbacks, but you need to own it. You need to call yourself out and you need to move forward and your team needs to be able to trust you and have confidence with you. These are pieces that are non-negotiable for me. You have to check yourself and recognize that there's an ego that's chirping in the background, that's chirping. It's loud, it's annoying. It wants you to do all these things, but that doesn't mean that that's right. It doesn't mean that you should do that. It means that you have a chirpy ego that needs to zip it and you need to be the CEO.   You need to trust your leaders. 80% of them doing it is better than 100% of you doing it. So when you look at this for this, what are kind of the steps of you owning the vision, not every single task, you knowing the numbers of your business and making decisions based on that? And then making sure you're truly building leaders and systems that reduce dependency on you and you truly are stepping into that CEO seat, you're trusting and empowering your leaders to do it. They can do it. Develop the leaders, create accountability and build systems for consistency. And if you struggle there,   Reach out. That's what we're good at. We do this. We help you build the fundamentals for you. Get the vision in place. Teach you what your job description is. Call you out when you're stepping in your lane that you're not supposed to be in and say, get over there. They've got this. They can handle it. Teach your leaders how to run effective meetings, how to hold accountability lines. This is what it is. Your goal is not to be the busiest person in the practice. Your goal is to be the leader that helps your practice thrive and truly helps them and gets out of their freaking way.   I'm thinking about a doctor right now, and this doctor says they want to be the CEO. They say they're not growing. They're at the office all the time. And I'm like, you've got a leadership team, but you get in their way. You want the chaos. You don't get out of there. You live in this chaos day in, day out. That's your emotional home, and you go there because it's comfortable for you. You have to start doing things differently if you want a different life. So this is a call out to all of you. If you really want to be the CEO of your practice, you've got to own that step out and get out of their way and get your   chirpy ego to zip their lips. You've got to change how you lead. You've got to change how you're working. You've got to change the priorities you're doing. It's awkward. It's uncomfortable. I've surely sat in bed a few times and cried and been like, my team doesn't even need me. And then I like wipe my tears and I get up and I'm like, you will never say that again and you're going to move forward because they do need you. They just don't need you to do every task for them. I'm not an operator. I'm an owner of this business. My job is to lead.   To guide, to mentor, and to be the one who is sharp and to create the space, to give me the space to dream, to figure out the next layer, to read the books, to move into the next evolution of growth. That's my job. No one else is doing that. And that's your job as well. So if you feel like your practice can't function without you, maybe it's time to step into the CEO role and like let's be more intentional and let's get them to be able to function without you. Next level of growth is gonna come from changing how you lead, not how hard you work. So.   If you're ready to change, reach out. Hello@TheDentalATeam.com. Come to webinars or whatever it is, but make the change now. Commit to that. And your CEO role can look very different. But ultimately, the goal is to not be the busiest person, but to be the person who guides, leads, and gets out of their way and empowers your team to do this without you. Set the vacation, set the deadline, and let's make it happen. This is what we do. We help you guys. So reach out. Hello@TheDentalATeam.com. Commit to being the CEO of your practice. You can do it. I know you can. I've been able to evolve.   It's an evolution. This is why we have our mastermind in person. So doctors can talk to each other. They can share their woes. We can talk as CEOs together. We can talk about the things we're doing. We can call each other out because we see it in each other. Come be a part of that. Don't do this alone. It's really hard to do on your own. Come be a part of it. I'd love to have you be a part of it. Hello@TheDentalATeam.com And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletter Join our next weekly live parent events: https://smartsocial.com/events Episode Summary: Join host Josh Ochs on the SmartSocial.com Podcast as he talks with Dr. Curtis Finch, Superintendent of Deer Valley Unified School District, about screen time, AI, social media, and why families need to teach and model healthy technology habits as kids grow. Dr. Finch explains how excessive screen time and social media can affect student mental health, anxiety, self-image, and behavior, especially when apps are designed to keep kids engaged. The conversation also covers practical parent dialogue tips, including how adults can be honest about their own mistakes online and use real examples to help kids understand risk before they experience it themselves. Dr. Finch shares why AI is here to stay, how families and schools can help students use it wisely, and why guardrails around smartphones, social media, privacy, and screen time need to match a child's age and maturity. The episode closes with reminders for parents and schools to work together, model the behavior they want to see, and keep teaching kids how to use digital tools safely and responsibly. Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vip District Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partner Download the free Smart Social app: https://www.smartsocial.com/appdownload Learn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/ View the top parental control software: https://smartsocial.com/parental-control-software/ The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

This Episode is Sponsored by StayFi Your ultimate tool for Vacation Rental WiFi marketing allowing you to collect guest emails automatically via custom captive WiFi login splash pages. Drive repeat direct bookings and convert your OTA bookings to book direct for their next visit. Visit https://stayfi.com/vrsuccess/ and use code VRSUCCESS for 50% off 3 months of StayFi service. ________________________________________________________________________________________________________________________________________ How you handle a mistake, a tense moment with staff, or an unhappy guest at 8pm says more about your company than any mission statement ever will. In this episode, Heather welcomes back Rachel Alday, co-founder of Abode Luxury Rentals, to talk about the leadership framework at the heart of her new book, Please Do Disturb: How True Leaders Show Up When It Matters Most, written with her longtime company culture consultants at Tandemly. Rachel walks through the three commitments: show up, make room, and build belonging. It is a deceptively simple framework, illustrated with real stories from running a luxury rental company, including the anniversary couple whose hot tub let them down on arrival night and what her team did instead of scrambling for a technician. Along the way, the conversation covers the service recovery paradox, why every guest and homeowner complaint has a thing behind the thing, and how to train a team so this kind of hospitality shows up consistently, not just when the founders are in the room. Key Takeaways The three commitments give hospitality a trainable shape: show up (be fully present, not typing while you listen), make room (hear the whole issue before your brain starts drafting its rebuttal), and build belonging (make deeper connection the goal of every interaction). The service recovery paradox: a guest who hits friction and watches you handle it well often ends up more loyal than one whose stay was flawless, because the problem created a chance to connect that a perfect stay never would. Ask for the thing behind the thing. The anniversary couple with the lukewarm hot tub did not want a repair at 9pm, they wanted quiet time together, so the team set up a private fire pit next door with blankets and spiced cider. Homeowner frustration usually has a root cause too. A flood of small complaints may trace back to one stressful moment, like re-entering banking details after a software switch. Find that, solve that, and the rest often dissolves. Train leaders first. Teach managers to use the three commitments with their own team, let staff experience it from the inside, and front-line people will carry it to guests and owners naturally. A company retreat compresses months of connection into a few days. Even with 5 or 10 employees, Rachel considers it one of the highest-value investments a hospitality business can make. _______________________________________________________________________________________________________________________________________

What if we're not supposed to feel the same way all year round?We expect ourselves to have the same energy, motivation, productivity, social capacity, and desire all twelve months of the year. But nothing in nature is constant, yet we somehow believe that we need to show up the same way in January that we do in July. After years of shopping at my local farmers market and watching the produce and flowers change every few months, I started realizing that the farmers market was teaching me something bigger that went well beyond the food on my plate: Each season is an invitation to show up a little differently. Living seasonally can help you feel more at ease, less burned out, and more aligned in your day-to-day life.   In this episode you'll learn: Why fall's reminder to let go can help you make space for what's next The kind of rest winter actually asks for (it's not what you think) How to allow spring energy fuel your creativity and desire What your body craves for summer and how to tap into the energy The secret season that makes sense of that in between feeling Nature's biggest lesson about blooming all year long When you start paying attention to the seasons around you, you begin to notice what the natural world is asking of you, and what your own body, energy, and life are asking too.   Resources Mentioned: What We've Been Getting Wrong About Wellness (Episode) Why Flower Therapy Is Real (Episode) The Food-Mood Bundle (Good deal: $15 special offer!!) Rise & Shine is back! Work 1:1 with Elise (discount automatically applied)   Learn More about Elise Museles:Food Story: Rewrite the Way You Eat, Think, and Live Website: elisemuseles.com Instagram: @elisemuseles Facebook: @elisemuseles

https://teachhoops.com/ Are These Three Mistakes Quietly Wasting Your Practice Time? The common habits that eat reps, energy, and player attention Most wasted practice time comes from a handful of repeatable errors, and almost every coach makes at least one of them. Coach Collins names the three biggest offenders and gives a fix for each. Mistake 1: Talking too much Long explanations kill reps. Teach in short bursts, get them playing, then correct on the fly. If you're talking for two minutes, you've already lost half the gym. Mistake 2: Standing in lines Too many players waiting, too few moving. Break into small groups, use multiple baskets, and choose drills that keep every player active. Mistake 3: No score, no standard, no consequence Work without a winner turns into going through the motions. Put a score, a time limit, or a target number on almost everything. Also covered Planning practice on paper with time stamps, then actually honoring the clock Closing every segment with one clear teaching point Evaluating practice by reps and energy rather than by how much you said Coaching point Judge your practice by what your players did, not by what you explained. Try this week Have someone time how long you talk during one practice. The number usually surprises people. https://teachhoops.com/ TitleSubtitleShow Notes Learn more about your ad choices. Visit podcastchoices.com/adchoices

 Shame says your sin is too great, but the cross reveals Jesus as the even greater savior. Lindsay Schott joins me on the Live Like It's True podcast for the final episode of the Judgy series. Come and take in the truth about your sin, displayed on a cross—and the more astonishing mercy of your loving Savior. Luke 23, The CrucifixionLindsay's upcoming book Trained to TeachFree: Judgy Heart CheckMore from the Judgy SeriesLindsay SchottLindsay Schott is the co-founder of Teach Equip and the co-author of an upcoming book, Trained to Teach. She has a passion for women to know the scripture and to experience deep transformation in relationship with Jesus and others.She and her husband live in the Dallas area with their four children. You can see Lindsay's watercolor work at lindsayschott.com and see her creative journey on Instagram @lindsayschottwatercolor.More from the Judgy Series on Live Like It's True.  Get the FREE Judgy Heart Check and check out Shannon's new book Kinda Judgy.  Learn more at ShannonPopkin.com.

Most restaurant owners say they want managers who take ownership, show initiative and solve problems without a phone call. What they often build instead are managers who wait for permission. In episode 158 of “The Restaurant Prosperity Formula” podcast, I break down why knowing your systems isn't the same as knowing how to think, and I walk through the progression every manager needs to move through: knowledge, thinking, judgment and, finally, independence. Listeners will learn a five-question framework for coaching decisions in real time, how to tell the difference between a mistake and negligence, why reviewing decisions after the fact builds judgment faster than any training manual and why letting a manager make a different choice than you would isn't automatically a problem.

Episode 460 | High Tech, High Touch Podcast Description AI is everywhere right now. It's faster, smarter, and showing up in more places than most of us expected. In Episode 460 of School Owner Talk, Duane and Allie dig into the real tension school owners are feeling: yes, tech can make your school more efficient — but it can't replace the core of what makes a martial arts school work. That core is the relationship triangle: instructor → student → parent. This episode is all about using “high tech” the right way (for transactions, reminders, organization, and admin)… while doubling down on “high touch” (real connection, real coaching, real partnership) so your school doesn't become just another activity families rotate through. Key Takeaways 1) AI can improve efficiency, but it can't replace the relationship triangle Duane frames it clearly: tech can help your school run smoother, but it will never replace the most important triangle in your school — the instructor, student, and parent relationship. In a world where people assume everything is automated, genuine human connection is becoming more valuable, not less. 2) People are starting to assume everything is “an automation” Allie shares something school owners are running into more and more: even when you send a real message, people assume it's a robot. That creates a weird new challenge — you're not just trying to communicate well, you're trying to prove you're human. 3) Connection matters more now than ever — because society is more “throwaway” Allie brings up a tough truth: 15–20 years ago, instructors often carried more cultural reverence. Now, many families treat martial arts like one option in a long list of activities. And when you're “only as good as your last mistake,” the relationship has to be stronger to survive normal misunderstandings. 4) Don't automate away the relationship Duane says it straight: technology isn't the enemy — but don't automate away the relationship. Use tech to handle transactions. Let people handle relationships. 5) “Breaking the third wall” is how you invite parents into the experience Duane uses a powerful analogy: The karate floor is the stage The students are the actors The instructor is the director The parent is the audience If the audience doesn't understand what's happening on stage (and why it matters), they eventually stop showing up. So the instructor's job is to “break the third wall” — to actively connect what's happening on the floor to what the parent wants for their child. 6) Parents don't know what to look for — so you have to lend them your “glasses” Duane makes the point: parents can't recognize growth they don't know how to spot. If a parent says they want confidence, then the instructor has to: know that goal watch for it point it out in real time help the parent see it That's how you turn “martial arts class” into “this is changing my kid.” 7) Parent partnership is proactive — because by the time you hear “my kid wants to quit,” it's usually too late Both Duane and Allie agree: when a kid says “I don't want to go anymore,” most parents only ask a couple surface-level questions. School owners have to coach parents on: what sticking points look like what questions to ask how to peel the onion back how to hold the line when the child is frustrated 8) Use shared language to beat the “law of familiarity” Duane explains the “law of familiarity”: kids know how to push their parents' buttons because they're familiar. One way to bridge the gap is teaching parents to use the same language you use in class. When parents use dojo language at home, it snaps the child back into the same structure and expectations. Action Steps for School Owners Step 1: Make a list of what should be automated vs. what should never be automated Use this simple filter: Automate transactions (reminders, scheduling, admin, organization) Protect relationships (check-ins, coaching conversations, noticing emotions, personal follow-up) Step 2: Start one “high touch” habit you can actually sustain You don't need a massive program to start. Try this: Pull one parent per night for a 10-minute conversation Keep a simple list so you rotate through families Step 3: Build “breaking the third wall” into your teaching Pick one thing a parent wants (confidence, focus, respect, self-control). Then once per class, point out a moment that shows progress: “Mrs. Jones — did you hear how confidently Johnny answered that?” Step 4: Teach parents how to handle the “I don't want to go anymore” moment Be proactive. Tell parents upfront: sticking points are normal frustration is part of growth quitting conversations need deeper questions Then give them a simple script and a few follow-up questions to ask. Step 5: Use tech to create reminders for personal connection You can't automate genuine care. However, you can use tech to remind you to do it: reminders to send a postcard reminders to ask about a baseball game reminders to check in with a family Additional Resources Mentioned The relationship triangle: instructor, student, parent “Breaking the third wall” analogy (stage, actors, director, audience) The “law of familiarity” (why home behavior differs from dojo behavior) Principle: Technology handles transactions; people handle relationships Examples of high-touch actions: handwritten cards, birthday cards, personal apologies, check-ins

In this episode of Merryn Talks Money, host Merryn Somerset Webb is joined by Bloomberg senior reporter John Stepek, Schroders Head of Strategic Research Duncan Lamont and Nelsons Chairman and Creative Scotland Chair Robert Wilson for a special roundtable recorded at Panmure House during the Edinburgh Festival Fringe. Marking 250 years since the publication of The Wealth of Nations, they ask what Adam Smith can teach the world about artificial intelligence, government intervention and investing.The panel discusses whether policymakers interfere too much in markets, why holding too much cash can be a risk in itself and whether investors should worry about buying stocks at record highs. They also explore what the rise of AI could mean for jobs, trust and the relationships that hold societies together.Original Music Composed by Mint SherbetsSee omnystudio.com/listener for privacy information.

Today's guest is an artist and songwriter whose career has taken him from teenage YouTube covers to working with Beyoncé, Tyler, The Creator, Brockhampton, Miley Cyrus and Jack Antonoff.But this conversation is really about something bigger: How to build a career in music without losing yourself along the way.Ryan talks about learning to trust his own taste, being grateful he never had a hit record, protecting what makes an artist special, and refusing to let success, algorithms or other people's expectations define him.We also get into Boy in Jeans, Brockhampton, Tyler the Creator's unexpected DM, writing four songs on Cowboy Carter, the making of "Bruises Off the Peach," and his new album Sweet Fortune.And The Writer Is... Ryan Beatty!Subscribe for more conversations with the artists, songwriters and producers shaping music.Follow us: @andthewriterisA special thank you to our sponsors:NMPA — the National Music Publishers' Association Splice — the best sample library on the market. Period.Chapters0:00 Intro1:36 The Greek, Hollywood Bowl & Pokémon evolutions3:08 Being made fun of for singing4:09 “I refuse to continue just being one thing”8:32 Why being hard to define is freedom9:52 How Ryan approaches a songwriting session11:52 Teach people how to treat you13:43 “I'm grateful I've never had a hit record”14:12 What success feels like vs. what it looks like20:08 “I didn't feel smart enough to be a songwriter”20:55 Boy in Jeans — finding his voice as a songwriter26:42 Jack Antonoff and an unexpected Broadway placement27:30 NMPA + Splice29:19 His advice for artists going viral31:55 The moment he decided to do it his way34:06 Brockhampton, Kevin Abstract & finding confidence37:05 Why Ryan never pitches songs40:43 Tyler, The Creator's unexpected DM42:35 Dreaming of David, touring & burnout44:52 Making “Bruises Off the Peach”48:17 Finding his actual singing voice50:30 Cowboy Carter — four songs, told nobody54:30 Making Sweet Fortune & chasing timelessness57:32 How he wants listeners to see themselves in his songs59:36 Amy Allen, Clairo & making the studio a place of joy1:04:25 “Doing this is scary for me”CreditsHosted by Ross Golan Produced by Joe London & Jad Saad Edited by Jad Saad Hosted on Acast. See acast.com/privacy for more information.

All the Episodes of the Heidelcast Subscribe to the Heidelcast! Browse the Heidelshop! On X @Heidelcast On Insta & Facebook @Heidelcast Subscribe in Apple Podcast Subscribe directly via RSS Call The Heidelphone via Voice Memo On Your Phone The Heidelcast is available wherever podcasts are found including Spotify. Call or text the Heidelphone anytime at (760) 618-1563. Leave a message or email us a voice memo from your phone and we may use it in a future podcast. Record it and email it to heidelcast@heidelblog.net. If you benefit from the Heidelcast please leave a five-star review on Apple Podcasts so that others can find it. Please do not forget to make the coffer clink (see the donate button below). SHOW NOTES How To Subscribe To Heidelmedia The Heidelblog Resource Page Heidelmedia Resources The Ecumenical Creeds The Reformed Confessions The Heidelberg Catechism The Heidelberg Catechism: A Historical, Theological, and Pastoral Commentary (Lexham Academic) Recovering the Reformed Confession (P&R Publishing, 2008) Why I Am A Christian What Must A Christian Believe? Heidelblog Contributors Support Heidelmedia: use the donate button or send a check to: Heidelberg Reformation Association 1637 E. Valley Parkway #391 Escondido CA 92027 USA The HRA is a 501(c)(3) non-profit organization  

On today's Bible Answer Man broadcast (09/01/26), Hank interviews Scott Klusendorf concerning his article in the Christian Research Journal, “What the Walking Dead Can Teach Pro-Lifers.”Hank also answers the following questions:Why does the Holy Spirit allow us to come down on different sides of issues? Caroline - Titusville, FL (15:12)Are the new heaven and new earth in the order of Edenic days before the fall? Ola - NJ (21:05)Does a born-again Christian have free will? Steve - TN (24:43)

Is America on the verge of a THIRD GREAT AWAKENING—and if so, what is trying to stop it?Pastor Brian Gibson joins David and Stacy for a powerful conversation about revival, the prophetic, the spiritual battle facing America, and why he believes the Church must wake up. Brian shares why he is praying for a Third Great Awakening, what he believes has attempted to derail it, and why Christians cannot afford to remain spiritually or culturally passive.Brian also reveals how the prophetic transformed his own life—and shares the incredible story of giving Troy Brewer a prophetic word that was fulfilled just DAYS later. From learning to hear the voice of God to cultivating the gifts of the Holy Spirit, Brian challenges believers to ask a life-changing question: What would your life look like if you could hear God's voice and follow?

2 Timothy 4:1-5 (NKJV)Andrew, Isack, and Edwin discuss the work of an evangelist.Read the written devo that goes along with this episode by clicking here.    Let us know what you are learning or any questions you have. Email us at TextTalk@ChristiansMeetHere.org.    Join the Facebook community and join the conversation by clicking here. We'd love to meet you. Be a guest among the Christians who meet on Livingston Avenue. Click here to find out more. Michael Eldridge sang all four parts of our theme song. Find more from him by clicking here.   Thanks for talking about the text with us today.________________________________________________If the hyperlinks do not work, copy the following addresses and paste them into the URL bar of your web browser: Daily Written Devo: https://readthebiblemakedisciples.wordpress.com/?p=26666The Christians Who Meet on Livingston Avenue: http://www.christiansmeethere.org/Facebook Page: https://www.facebook.com/TalkAboutTheTextFacebook Group: https://www.facebook.com/groups/texttalkMichael Eldridge: https://acapeldridge.com/ 

Dr F Scott Feil covers Interleaving in another Teach Me Something Tuesday Interview

“Teach me, God, to Wonder, teach me, God, to see...”  The opening words to a hymn by Walter Faquharson reflect the longing of someone to experience the beauty of God's creation.  In the midst of such beauty, many find peace and rest for their soul. In this episode of Awaken to God's Presence, host Robin Linkhart invites listeners to imagine their favorite outside space where their soul feels completely at home... where they belong. Take a few minutes to rest as you join Robin for a moment of reflection and guided meditation that will leave you feeling renewed and ready for what lies ahead.  Listen to other episodes in the Awaken to God's Presence series. Download the transcript. Thanks for listening to Faith Unfiltered!Follow us on Facebook and Instagram!Intro and Outro music used with permission: “For Everyone Born,” Community of Christ Sings #285. Music © 2006 Brian Mann, admin. General Board of Global Ministries t/a GBGMusik, 458 Ponce de Leon Avenue, Atlanta, GA 30308. copyright@umcmission.org “The Trees of the Field,” Community of Christ Sings # 645, Music © 1975 Stuart Dauerman, Lillenas Publishing Company (admin. Music Services). All music for this episode was performed by Dr. Jan Kraybill, and produced by Chad Godfrey.   NOTE: The series that make up Faith Unfiltered explore the unique spiritual and theological gifts Community of Christ offers for today's world. Although Faith Unfiltered is a Ministry of Community of Christ. The views and opinions expressed in this episode are those speaking and do not necessarily reflect the official policy or position of Community of Christ. 

Making money on Etsy isn't hard once you realize this...In today's episode, we're talking about the brutal truth for new Etsy sellers to face in 2026 in order to optimize their Etsy business for more sales.Feeling stuck with your Etsy shop? Inside our Ultimate Etsy course and coaching program, we believe there's no one size fits all strategy. Every shop is different. That's why the first step is to book a call with our team so we can understand your goals, identify what's holding your shop back, and help you create a clear path to growth.

nukehydration.com, or follow along on Instagram @nukehydration. Use Youthhoops15 for 15% off TeachHoops.com CoachingYouthHoops.com — practice plans, season resources, and the free tryout structure guide under the Free Resources menu HeySami.com — new text based youth sports organization tool (Sami with an i) The Hey Sami Podcast — available on Spotify, Apple, and anywhere you listen Questions for Hey Sami: hey@heysami.com Coaching Youth Hoops Facebook Group — search "Coaching Youth Hoops" on Facebook Show Notes This one came straight out of the Coaching Youth Hoops Facebook group, and it lit the group up: how do you get kids to focus and concentrate during practice? Coach Bill opens with what he calls the worst coaching experience of his twenty year career. He took over a CYO boys team that had no coach, a roster loaded with talent, and an attention span somewhere around zero. They could have won everything. Instead, he spent the season pulling his hair out. Coming right out of COVID, he felt the boys had been hit harder than the girls, and the lack of discipline was something no drill was going to fix on its own. What made it worse is that his best lever was gone. In a CYO league with equal playing time, a kid could skip practice or goof off all week and still had to play. Take that away and, as Coach Bill puts it, the bench is a great teacher. Without it, he tried everything in the toolkit, including having one player run for an entire practice. Coach Collins pushes the conversation toward the thing most coaches can control: the practice plan itself. Idle minds make idle players. If a kid stands still for more than thirty seconds, he is tugging a jersey, poking a teammate, or starting something. The fix is not more yelling, it is no dead time. Eliminate the standing around. Keep everyone moving, everyone active, all the time. Most focus problems at the youth level are really pacing problems. Give the hyper kids a job. Coach Collins always grabbed his most hyper players to be demonstrators. Coach Bill compares it to a classroom teacher making the disruptive kid the monitor. The naughty one goes right up front. Teach in TikTok sized pieces. If you cannot get it across in thirty seconds, do not do it. Coach Bill draws one small piece of the offense on the whiteboard, sends them to go do it, then pauses and comes back for step two. When a high IQ kid asks what comes next, the answer is "let's just work on step one." Attach consequences to the small stuff. Dribbling while you are talking gets one warning to hold the ball. After that, there are push ups. Kids learn quickly that their actions have a cost. Use the pause and the repeat back. In a huddle, when eyes drift left and right and nobody is making contact, Coach Bill stops talking and looks at the player. If that does not land, he asks the kid to repeat what was just said. Teach the cues, do not assume them. Coach Collins makes the point that a lot of these kids do not naturally read verbal and nonverbal cues. Teaching that is part of the job, not something to hand back to the parents. Over plan every time. If you have ninety minutes, walk in with three hours ready. Something is going to blow up, something is going to land flat, and you never want fifteen minutes left with nothing to run. You are not a full time third grade teacher who sees these kids from eight to three every day. You are showing up from work, twice a week, for an hour and a half, with a group of kids who are partly there because their parents needed the energy burned off before bedtime. Both coaches admit it: the parents of the kids who could not settle down were the ones you never saw in the gym. Expectations also shift by age. What an eighth grader can hold onto is not what a third grader can, and you can stretch the teaching window longer when the group is genuinely focused. The tight structure is for the team that needs it. Structure buys you focus. Consequences reinforce it. Teach in small pieces and never let the gym go quiet. Have a question like this one? Bring it to the Coaching Youth Hoops Facebook group. That is where this episode came from. Learn more and get everything you need for your season at TeachHoops.com What the coaches actually doThe honest reality checkCoach's takeaway Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode we go over the return of the G-G-G-G-G-G- G-UNIT Sneakers.  Then of course some more upcoming kicks as usual! Thanks as always for listening AFS Squad! Shoutout to the Patrons: Kingsley G, Tristan S, Joshua N, John You can support this podcast, get your name listed above and get early access to episodes (paid tier) at: Patreon.com/ActualFanOfSneakers

Key Verse: Psalm 143:10 - Teach me to do your will, for you are my God! Let your good Spirit lead me on level ground!

For more of my latest content, subscribe to my YouTube channel, Dark Asia with Megan and join our awesome community. Your support means everything, and I can't wait to share more Asian cases with you! On Other Platforms: • TikTok: https://www.tiktok.com/@darkasiawithmegan • Instagram: https://www.instagram.com/darkasiawithmegan • Facebook: https://www.facebook.com/darkasiameganlee Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The thing you keep telling your kid to stop doing might be exactly what they're built for. (Want a taste of what Front Row Dads is actually like? Come sit in on a live Brotherhood Experience. It's 60 minutes on Zoom with Jon and a few other dads, free, and it's the easiest way to find out whether a room like this is for you. You don't have to share, and you don't have to prepare. Dates and sign-up at frontrowdads.com/experience) Giovanni Marsico has spent his career helping people find and use their gifts, and in this Quick Cut from 2024, he turns that lens on parenting. He starts somewhere uncomfortable: under stress, parents fall back on how they were raised, and the fastest word to come out is stop. Stop with the questions. Stop being so loud. Stop being so much. He knows it from the other side. At sixteen, he was producing events, a thousand people at his first party, and what he heard at home was don't do that party thing. The trait underneath the annoyance was the career. Then he catches himself in the same trap in real time, mid-story, with his own endlessly questioning kid. It closes with his eleven-year-old's soccer lesson becoming the family's mantra for the year, get open, which is proof that the learning in a family runs both directions.   IN THIS EPISODE Why stressed parents default to how they were raised The thousand-person party, and being told to stop doing it "Stop with the questions," and the moment Gio caught himself The reframe: the annoying trait is usually the gift, undeveloped How "get open" went from a soccer field to the family's phrase for the year Kids co-creating the family culture, and why it makes them feel powerful   FULL EPISODE Manufacturing Serendipity, Sharing Your Superhero Powers: https://frontrowdads.com/423

Your 12-year-old announces they’re dating someone. There’s hand-holding, constant texting and plenty of “love you” messages. Do you shut it down, set rules or stay out of it? Justin and Kylie unpack early teenage romance and why keeping your child talking to you matters more than trying to monitor every interaction. They explain what “dating” often means at this age, how to protect friendships and school life, and how to set boundaries without pushing the relationship underground. KEY POINTS Romantic interest commonly ramps up around ages 11 to 12. Before reacting, ask your child what “dating” actually means to them. Open disclosure from your child is more valuable than trying to monitor everything they do. Watch whether the relationship starts replacing friendships, activities or school responsibilities. Trying to ban the relationship completely may simply push it underground. Talk about what respectful relationships look like, including helping the other person feel safe and strong. QUOTE OF THE EPISODE “As long as you can have an open dialogue, then you have influence.” RESOURCES MENTIONED Developmental psychology research on early adolescent romantic relationships Research by Stattin and Kerr on parental monitoring and child disclosure Happy Families website and podcast question submission ACTION STEPS FOR PARENTS Get curious first. Ask what “dating” means to your child before deciding how worried you need to be. Keep them talking. Protect the relationship that makes your child comfortable telling you what’s happening. Set clear expectations. Explain your family’s boundaries around dating without turning the conversation into command and control. Watch the bigger picture. Notice changes in friendships, schoolwork, extracurricular activities and family life. Talk about respect. Teach your child what it means to make another person feel safe, respected and valued. Try side-by-side conversations. A walk, drive or other low-pressure moment can make sensitive conversations easier. See omnystudio.com/listener for privacy information.

What does “teach us to number our days” really mean?In today's Psalms Bible study, we have left the dark valley of Psalms Book 3 behind with its ruined sanctuary and promises that feel broken. In Book 4, Psalms 90-99 take us down the wilderness road, reminding us that God has always been our true home, long before any building existed. In this episode, we explore what it actually means to count our limited time on earth so we can live with real intention. As we trace the oldest song in the Bible back to Moses, we see how God holds us even when our entire world feels displaced.In our Psalms 90-99 Bible study, we cover:[8:36] Numbering Our Days: Why Moses asks God to teach us to weigh the worth of our fleeting moments so we can gain true wisdom.[13:29] The Noonday Demon: How ancient desert monks fought midday spiritual apathy (acedia) and why modern screen time leaves us vulnerable to the exact same attack.[15:28] Twisted Scripture: Why Satan intentionally omitted "in all your ways" when quoting Psalm 91 to Jesus, and how Jesus shut down the distortion.[24:38] The Lord Reigns: How the "enthronement psalms" pull our attention from failed human kings to an unshakable God who rules over all creation.[32:00] Joy to the World: Why Isaac Watts originally wrote his famous song "Joy to the World" about the Second Coming.Psalms Show NotesPsalms RoadmapPsalms Prayer ListPsalms Playlist on Apple MusicPsalms Playlist on SpotifyPhil Wickham - Psalm 8 (Hallé) [Official Music Video]ACTS Prayer GuideScene from The ChosenGroup Discussion Questions for Psalms 90-99[9:21] Moses prayed, "Teach us to number our days, that we may gain a heart of wisdom." If you counted today as one of a limited number of days, what would you do differently?[14:23] In our modern times, the “noonday demon” comes at us not through desert heat but through electronics that pull us away from rest, leaving us tired and vulnerable to spiritual attack. What's one way you can fight the mindless scroll to protect yourself from the dangers of spiritual apathy?[16:04] Satan twisted God's promise of protection in Psalm 91 into an excuse to recklessly test God. In your own life, what is something good that Satan has tried to twist to tempt you?Contact Bible Book Club!Scripture quotations taken from The Holy Bible, New International Version®, NIV®. Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission of Zondervan. All rights reserved worldwide. www.zondervan.comSocial: Instagram or FacebookWebsite: Bible Book ClubReview Us: Apple Podcast or SpotifyJoin the Fun: DONATE or Buy merchThis episode is part of our ongoing Bible Book Club series, starting with Genesis and journeying all the way through the Bible. Thanks for listening!

Everyone was told to adopt AI, tried it, got burned — so why do enterprise AI rollouts keep failing? Jonathan Green talks with organizational strategist Rob Lion about the real reasons big AI initiatives miss: unrealistic expectations set by the hype, skipping change management, and the employee mindset of "make my job easier, but not so easy that I'm replaceable." Key Takeaways: • Most enterprise AI failures are change-management failures, not tech failures • The "promise of the commercials" sets expectations the rollout can't meet • If you skip how you roll it out, you bypass the most common path to success • Employees quietly resist: "make my job easier — but not so easy I'm replaceable" • Teach people the why and the workflow, not just "what's an LLM" Notable Quotes: "Make my job easier — but not so easy that I'm replaceable." — Rob Lion "When someone doesn't know what direction they're heading, the rollout's already in trouble." — Rob Lion Connect with Rob Lion: LinkedIn: https://www.linkedin.com/in/robertlion Website: https://blackriverpm.com Enjoyed this? Follow The Artificial Intelligence Podcast and share it with a leader rolling out AI.Connect with Jonathan GreenThe Bestseller: ChatGPT ProfitsFree Gift: The Master Prompt for ChatGPTFree Book on Amazon: Fire Your BossPodcast Website: https://artificialintelligencepod.com/  Subscribe, Rate, and Review: https://artificialintelligencepod.com/itunesVideo Episodes: https://www.youtube.com/@ArtificialIntelligencePodcast 

2 Timothy 4:1-5 (ESV)Andrew, Isack, and Edwin discuss the content of the preaching we are to do: preach the Word.Read the written devo that goes along with this episode by clicking here.    Let us know what you are learning or any questions you have. Email us at TextTalk@ChristiansMeetHere.org.    Join the Facebook community and join the conversation by clicking here. We'd love to meet you. Be a guest among the Christians who meet on Livingston Avenue. Click here to find out more. Michael Eldridge sang all four parts of our theme song. Find more from him by clicking here.   Thanks for talking about the text with us today.________________________________________________If the hyperlinks do not work, copy the following addresses and paste them into the URL bar of your web browser: Daily Written Devo: https://readthebiblemakedisciples.wordpress.com/?p=26656The Christians Who Meet on Livingston Avenue: http://www.christiansmeethere.org/Facebook Page: https://www.facebook.com/TalkAboutTheTextFacebook Group: https://www.facebook.com/groups/texttalkMichael Eldridge: https://acapeldridge.com/ 

Julie Bates opens the episode by sharing support for handler Chris Garramone after a trailer fire injured his dogs and prompted a GoFundMe, and she previews the upcoming Triple Crown events. She then outlines her core training philosophy: "do no harm," clearly teach expectations (heel, sit, here) and then stay quiet so hunting and competitive dogs learn to make the right decisions on their own instead of being constantly directed.

Our text today is 1 Peter 3:7: Likewise, husbands, live with your wives in an understanding way, showing honor to the woman as the weaker vessel, since they are heirs with you of the grace of life, so that your prayers may not be hindered. — 1 Peter 3:7 Most husbands genuinely want to love their wives well. They may not always know how, but the desire is there. How do I lead without controlling? How do I love her in a way she actually experiences as love? Why does it sometimes feel like we're speaking different languages? Peter answers all those questions in one verse. And it's worth remembering who Peter is. This is the same Peter who often spoke before he thought. The same Peter who overpromised and underdelivered. The same Peter who denied Jesus and then experienced the restoring grace of Christ. Tradition tells us Peter was married and may have struggled with these same issues. Don't forget Jesus healed Peter's mother-in-law of a high fever. (Matthew 8:14-15; Mark 1:29-31; Luke 4:38-39) Peter isn't writing theory here about human relationships in marriage. He's writing wisdom shaped by failure, maturity, and grace. He says, "Husbands, live with your wives in an understanding way." Literally, the phrase means: "According to knowledge." In other words, learn her. Study her. Pay attention to her. Just like you learned how to do your job. Just like you learned the rules of the sports you love. Just like you learned the hobbies and interests that matter to you. So husbands out there, have you learned her? Do you know what brings her joy? What discourages her? What causes her anxiety? What makes her feel safe, loved, and valued? Strong marriages aren't built on assumptions about your wife. They're built on understanding about her. Peter continues: "Showing honor to the woman..." Culture often teaches men to demand honor. Peter tells husbands to give it. Honor means treating someone as precious. It means listening before speaking. It means serving before being served. It means using your strength to build up rather than tear down. Then Peter adds a final exhortation that was revolutionary for his day: "Since they are heirs with you of the grace of life." In a world that often diminished women, Peter elevated them. Your wife is not spiritually inferior. She is your sister in Christ. You are her brother. She stands beside you before the throne of grace with the same Savior, the same inheritance, and the same eternal worth. Different roles. Different design. Equal value. Peter's reference to the "weaker vessel" isn't permission to exploit weakness or assert superiority. Most naturally, he is acknowledging physical vulnerability and the social realities women faced in the first century. His point is simple. Use your strength to protect. Use your strength to serve. Use your strength to honor. Then Peter ends with a sobering warning: "So that your prayers may not be hindered." How you treat your wife affects your fellowship with God. You cannot consistently dishonor the woman God has entrusted to you while expecting intimacy with Him. Strong men don't use their strength to get their way. They use it to serve. They listen before they speak. They honor before they demand honor. They protect instead of overpower. And they remember that the wife beside them is not beneath them. She is their sister in Christ, their partner in grace, and one of God's greatest gifts. Husbands, go listen to your wife today and look for some way to honor her, encourage her, and serve her before this day is over. DO THIS: Ask your wife one thoughtful question today and truly listen to her answer. Look for one practical way to honor, encourage, or serve her before the day is over. ASK THIS: How well do I really understand my wife? In what ways do I honor her with my words and actions? Is there anything in our relationship that may be hindering my fellowship with God? PRAY THIS: Father, thank You for the gift of marriage. Teach me to use my strength the way Christ used His—to serve, protect, and honor. Help me understand my wife more deeply and love her more faithfully. May my relationship with her reflect Your grace and bring You glory. Amen. PLAY THIS: "Goodness of God."

What did Dr. Deming really mean when he said to "cease dependence on mass inspection"?    In this episode, Balaji Reddie and host Andrew Stotz unpack why one Ford manager's decision to fire his inspection team missed the point entirely. They explain how inspection can help leaders understand and improve the process, rather than simply sort good from bad.    They also explore why Deming's 14 Points must be understood as a system, including his evolving call for cooperation and win-win thinking among employees, customers, suppliers, and even competitors. Whether you are new to Deming or have studied his work for years, this conversation offers a sharper way to think about quality, systems, and improvement.   TRANSCRIPT 0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. Balaji, how are you doing today?   0:00:25.1 Balaji Reddie: Oh, I'm doing good. We're meeting after a small little gap, and in the interim I think a few things happened. One of the major things, I think you and I were really happy to see that Bill Scherkenbach sent us a lovely photo. So Bill, if you're listening to this, thank you so much, of course we thank you for the photo. We mentioned the last time or rather when we were speaking that I said that there used to be a group of people that used to meet over the weekend. I don't know what the actual protocol was, but all of the so-called core Deming people, you know, like Gipsie Ranney and Nida Backaitis, I hope I'm getting the names right, Barbara Lawton. And I remember Henry Neave saying he was a part of that. So I didn't see that in the photo. So, maybe one of the weekends he was there over in America and so he was there because he mentioned this. And so Bill very kindly said what it was christened. It was christened the Cosmos Club. And then he shared a photo. So Bill, thank you so much. And also helping us identify most of the people in that photograph. If sometime we could share it with the Deming Institute, if they could show it as part of the... If ever we convert this into some kind of video later on with some slides and things like that, they could add that in.   0:01:53.0 Andrew Stotz: Yeah, it's still wonderful.   0:01:53.7 Balaji Reddie: That was wonderful. Yes.   0:01:54.9 Andrew Stotz: It's a great picture. In fact, I'm gonna just make sure that I download it for today's episode.   0:02:00.9 Balaji Reddie: Yes, yes.   0:02:01.7 Andrew Stotz: Because I'll supply it to the Institute and ask Bill if we can use it. Let's see.   0:02:08.4 Balaji Reddie: Yeah, I mean, I presume that he would want us to ask, but he is very big-hearted. I think he wouldn't mind at all.   0:02:14.7 Andrew Stotz: He looks like a spring chicken in that picture. [laughter]   0:02:17.2 Balaji Reddie: Oh, yeah, all of them. There was Joyce Orsini too there. It was nice to see the whole jing-bang gang, as they call them, [laughter] the Cosmos Club. But wonderful. So, yes, so last time we were discussing point number one and we saw his interpretation in the broadest sense of constancy of purpose. I shared also what he was saying towards the end of his life that he said, "Create and publish the statement of the aims and purposes of the company or other organization." So he was envisioning that it's no longer one company. It's a family of companies working together. And so there has to be something that binds all these companies together because today's business is very complex. The family is actually globally dispersed. And so there has to be a common thread that links all of these organizations together and that has to be the statement of purpose. Why do we exist? Each could have their own, you know. Because that's what Deming said in the word interdependent components of a system. And interdependent means being independent and mutually dependent simultaneously. So independent does not mean isolated. It means autonomous, that means you go by yourself. You could have your own purpose, but you need to align it with the purpose of the companies you're actually contributing to, which is amazing. So he asks us to look at it that way. And he said that the purpose should be to impact people in the broadest sense of the term. And you, in fact, brought that up, that quality, and we saw what he meant by quality. And then I think we discussed the purpose of educational institutions, et cetera, et cetera. What should they be?   0:04:07.5 Balaji Reddie: So that was point one. Now we get to point two. And I'll start with the original wordings which he wrote in 1986. So let me just pull that up here. He says here that, "Adopt the new philosophy. We are in a new economic age." And then he very specifically states, "Western management must awaken to the challenge, must learn their responsibilities and take on leadership for change." Now, let's look at it both ways because in 1990 he reworded this completely. But let's get back to what he meant in 1986, the new philosophy. Now, what was the new philosophy? What did he mean then? Recently I heard, or I think I saw, Dr. Joseph DeFeo, that is the current CEO of Juran Institute, release a version of the 14 points, or rather saying that these were Dr. Deming's 14 points. And I saw what he wrote there about point number two, which was his interpretation. Now, when I look deep, actually, it looked more like Dr. Juran's interpretation of the 14 points. Incidentally, talking about Dr. Juran and the 14 points, it's no secret that Dr. Juran always said that Deming did not speak much about management, he spoke only about statistics, blah, blah, blah. But there was, if you know, part of the inner circle of Dr. Deming was Dr. Myron Tribus. And Myron Tribus, if you know, was a director at MIT for some time, right? And around the time Deming was there at the Center for Advanced Engineering Study. And when... He, of course, went and met Dr. Juran to speak to him about the 14 points, and then they had a discussion for half a day on the 14 points, and Dr. Juran agreed with every single one of them. He said, "Yeah." He said, "He's spot on." But then he said that he never spoke of management then, and so he stuck to his version that he taught statistics to the Japanese. Anyway, let's leave that aside.   0:06:19.0 Balaji Reddie: But when he spoke about point two, and that's what Juran's interpretation was, that the new philosophy was quality should be the basis for running a business. That was the new philosophy, right? And he said that top management, of course, Deming always said that top management should be involved because unless that happens, nothing happens inside the company. So the new philosophy, what now we interpret is what Dr. Deming was trying to say in 1986, was "quality is the basis for running an organization," right? And quality, again, what we discussed last time, in the broadest sense of the term, not just of a product or a process, but the way you conduct yourself as a business, as a people. So that was the new philosophy. And he said that you should take on leadership for change, and he aimed it at Western management at that point in time, right? So that was the 1986, and he goes on to explain that, saying that we are living with commonly accepted... Because he was trying to shock the Americans at that time, right? If you try to realize when they woke up to quality in the 1980s, primarily to be... I mean, to their credit, to the American businesses, that they were doing a lot of course correction. They realized that they had done things wrong for 20 years, and a lot of course correction started happening, and they started seeing benefits. So they started interpreting that as improvement when actually it was just a correction. And I think Deming wanted to bring in that shock treatment to them, and he said improvement is not enough, right? So at that point in time, that new philosophy was basically that, okay, you're doing it right, but it's not enough. And that's why it has to come from the top. So top people have to be involved. And that was how they interpreted this.   0:08:12.1 Balaji Reddie: And we also looked at it that way. But in 1990, he changed the wordings of the point two, and that was in light of what he had started professing, which was a System of Profound Knowledge. So I'll just read out what he wrote in 1990. He says now, "Adopt the new philosophy of cooperation and win-win, in which everybody wins. Put it into practice and teach it to your employees, your customers, your suppliers, and" why not "your competitors." So that was, I think, the new philosophy. Much of the stuff, if you start seeing, Andrew, when I look at all the 14 points, the 14 points have to be interpreted through the 14 points.   0:09:06.7 Andrew Stotz: Right.   0:09:07.8 Balaji Reddie: You need to understand the purpose of each point. You need to understand that they're a system. And that's why you can't just read them sentence by sentence and want to implement them, if you know what I'm trying to say here. They're a system by themselves. So you need to interpret them the right way and through the 14 points... I don't know if I'm making sense to you, but that's exactly how these are. He wanted it to be that way. So you can never tell that you've understood it completely. You're getting me? You're learning something new about it every single day. And as you start looking at things around you through the lens of Profound Knowledge, you will see things differently. And sometimes you see some gaps with the sentences that Dr. Deming was uttering, and then you say, "Okay, okay, this, this, this, I understood it now. I need to make this correction." Right? And so you can never say that I've completely understood them. I mean, after all these years, still reading Out of the Crisis, still doing the series with you, has been a catharsis for me. It's revisiting these things all over again. This, despite the fact that I've been teaching this regularly to my students for the last 20-plus years, it's still new for me.   0:10:24.4 Andrew Stotz: And so could I describe what you just said about interpreting it within the system is that really, that's the thing about systems thinking, is that you can no longer look at an individual part. Every time you get a deeper meaning or understanding of an individual part, that changes the way you view the overall system and the interconnectedness of everything.   0:10:48.6 Balaji Reddie: Exactly.   0:10:48.9 Andrew Stotz: Where life would be much more easy if we could just, "Okay, I understand that one thing deeper and deeper. I can make a control chart better and better and better."   0:11:01.1 Balaji Reddie: So, it's crazy. And this realization came on me way back in, I think around '98 or '99, when I was teaching this, the 14 points, for the third or fourth time. I think I mentioned this in episode one and two, where I told you that it was very easy for me to teach the works of Philip Crosby, very easy to teach the work of Dr. Juran, because they gave methods, they gave steps. But Dr. Deming didn't give anything. You just couldn't show the wording on the slide and get away with it. You had to explain what he wanted us to do. And then, I mentioned this before, you can go back and listen to that episode, but I said that it suddenly struck me, "God damn it, these points are a system." And when I was describing this and I explained this to Hazel Cannon, and she said, "We call this in Deming-speak an 'aha' moment. You had your 'aha' moment." She said, "That's the beauty." She told me once that in the middle of the night, at 3:00 in the morning, she understood what he was trying to say, and she called up Dr. Deming.   0:12:11.3 Balaji Reddie: And he was very, very patient. He listened to her. And she said, "I'm sorry. I..." He said, "I knew you'd understand." That's all he said. So he used to be very happy when people used to call back and suddenly say, "We realized it now, what you were trying to say then." So it's a moment of realization. So this point to... If you read some of the notes that he gave to the Japanese in 1950, and incidentally, it's they who made the notebook and then he added on to it, if you know, Elementary Principles of the Statistical Control of Quality, first edition and then the second edition. And when they made the first edition, they had actually done this without his permission. But when they told him that we made these notes, they thought that he would be a little upset because of copyrights, blah, blah. But instead he was so happy that they'd done that, he actually helped them with the second edition. And if you read those notes, a lot of things there where he was speaking about cooperation, about understanding people. So that may not have been explicitly stated by him in his lectures in Japan, they understood it. Right? And that's a very... I don't want to sound communal here, but a very Asian way of looking at it. Because our languages are very metaphorical, so we always look for different meanings to the statements being uttered. And we always look out for what has this person actually not said, which I... Or rather, yeah, has not said, which I have not heard, but I need to hear. Right?   0:13:46.5 Balaji Reddie: So that's amazing, how they looked at what he was saying. I'll give an instance here where he talks about the use of the control chart, and he says that you can use it for training a worker. And then if you see that before and after training, there's been no change in the control chart, well, then the worker's attained his optimum. Then use that worker somewhere else. He talks in a very positive way about understanding people. And then going back to what we spoke in our second episode about the principles of leadership, it comes back there, that choose people in the right way and optimize all of their aims, hopes, et cetera. So coming back here, the new philosophy, basically, now we can interpret it as what he intended it to be in 1990. He said, "Win-win." But the original wordings are also... You don't replace it, you add on to it, right? So we look at it this way, that he meant that quality should be the center point of running your business. People at the top should be involved. And now we talk about cooperation, win-win. And he says this, "Teach and practice this." Now, all these things are easier said than done. We know that. But we should make an attempt. So employees, your customers, your suppliers, and your competitors. Sometimes it could be funny, right? You go up to your competitor and you say, "Look, I think we've done enough of this, going at each other's throat. Let's get together to do something." And obviously the other person will say, "What's the agenda?" They'll think you have some hidden agenda. So it's gonna be difficult when you start doing this. But I think that's become... Slowly people are warming up to that idea of being close to your competitors and learning with them and from them. Right? We don't look at them as a rival in the true sense, trying to cut the other guy down and things like that. But that's the way it is. And if you say that it's a cutthroat thing, but we need to have some things in common before we decide to branch out and go our own way. Right? So there has to be some kind of a cooperation so that win-win... But main thing is to win, that is, everyone wins. He says, "Some may win less than others, but we all win just the same." So the whole purpose was that. Yeah.   0:16:02.4 Andrew Stotz: It's interesting because I remember hearing that when I was younger and the first thing is cooperating just within a team. The second one is cooperating maybe within a department. Another one is cooperating within a business. And then... That's already hard enough to get to. And then he talked about cooperating within an industry. And of course, there are anti-trust laws in America, which he wasn't talking about colluding on prices to take advantage of the position against the customer. But he was also... I think if we look at AI right now, the development of artificial intelligence, and to what extent could the industry work together to safeguard, for instance, or to understand the development of the energy needed to do this, you know.   0:16:54.4 Balaji Reddie: Yes.   0:16:55.3 Andrew Stotz: Or how do countries across the world work together to make sure that one doesn't have an unfair advantage with AI or with energy or that type of thing? So, yeah, it was definitely interesting when I first heard it. But as I look at it now, I get what he's saying about the industry cooperation.   0:17:15.3 Balaji Reddie: Yes, I saw this in our country, in India, where you had the rival mobile service providers getting together and realizing that the hardware needed was the same, the software would be different. So they got together and created a company, you heard that right, a company, that set up mobile communication towers. So there are no multiple towers everywhere for each mobile provider. There's one set of towers, and it was a separate company. And by the way, that company went on to win the Deming Prize.   0:17:48.0 Andrew Stotz: Interesting, interesting. It's interesting that the concept for point number two is... And sometimes I read it and I think, "Adopt the new philosophy." It's kind of obvious, isn't it?   0:18:04.1 Balaji Reddie: Yeah. [laughter]   0:18:05.8 Andrew Stotz: And that's where part of what you're talking about, about understanding all of it through the Deming 14 points lens.   0:18:13.7 Balaji Reddie: Right. Yes.   0:18:14.9 Andrew Stotz: But I can also think... I wanted to highlight back for those people that weren't around at that time. I graduated from university in 1989. I went to work at Pepsi. And so Out of the Crisis came out about 1986. And I remember during my years at university, the Japanese were just killing the American car manufacturers. And the motorcycle companies were killing... Honda and the others were killing Harley-Davidson.   0:18:43.2 Balaji Reddie: Right.   0:18:43.5 Andrew Stotz: Even to the extent that Harley-Davidson and others went to the government to try to get Reagan to give them tariff protection, which he did, in fact. But there was a huge debate I had in class, I remember, about protection versus competition. And it just highlights what was going on. And so Out of the Crisis, as you mentioned, the title, just the idea of shocking people to say, "We're in a crisis," I think at that time it was really apropos. And also the other part is he's talking about Western management.   0:19:21.1 Balaji Reddie: Yes.   0:19:21.4 Andrew Stotz: Western management. And now you look at... Japan was really doing great at that time. And now we have Japan and China that's also made huge strides. And so it's just so fascinating that he was directing it at Western management for sure, that we've got to fix things. And sometimes I look back and I think, "Oh yeah, Western management learned and improved," because we've got so much innovation going on in America as an example and all of that.   0:19:52.6 Balaji Reddie: Right. Right.   0:19:53.4 Andrew Stotz: But sometimes I look at the developments of the Chinese or Japan and I think, "Hmmm...Did we learn? Did we learn?" Look at the trade balance, look at the amount of debt, look at that in the US and you think, "I don't know." I'm curious, how would you score it?   0:20:09.5 Balaji Reddie: Yeah, I mean, that's just what I had to say. So the whole approach towards this whole thing being holistic, not just looking at it from a very narrow point of view and realizing that we need each other, we can't do without... We call them competitors, but they are also helping us do a better job. They're pushing me to look out for what I'm good at and I don't have to put somebody else down to show myself as big. And if I contribute to the industry in a very big way, not only do I gain, others gain, and if I share, then they would also share with me, right? So that realization, I think, is coming in. And if you think about this, it was very interesting, the mathematician by the name John Nash, if you remember him, he actually postulated this in terms of mathematics in 1950, and he got a PhD from Princeton for this. Now, I would give full credit to the jury listening to his dissertation, defending his thesis, that you had to do this because, interestingly, he gets a Nobel Prize for that in 1974. It took 24 years for the world to figure out what he was trying to say. And you want to go read that, he was thinking win-win.   0:21:41.7 Balaji Reddie: So I often wondered if Dr. Deming, John Nash, did they know each other? Obviously, they didn't, but they were thinking and saying the same thing in two different parts of the world. He was doing that here in the US and Deming was talking about this there in Japan, and he was talking about telling the Japs that Japan must see itself as a system. And so all their companies actually work together. We see them as versus; they don't see each other as versus. You're interestingly saying this about the two-wheeler companies, the bikes... In India, we had just one or two bikes before the four Japanese companies came in. It was Suzuki, Honda, Kawasaki, and Yamaha. And they tied up with different Indian companies. Now, of course, after a long time, they've all gone their separate ways. But as a teenager, I remember these. And the funny thing was all four motorcycles were different and all four sold well. All four. And they sold in different parts of the country.   0:22:43.8 Balaji Reddie: I can tell you this firsthand because just after I completed my engineering, I was looking for a job. So I had some time to myself and my mother's friend, she ran a market research agency and she just called up one fine day and said, "Would Balaji care to do this market research for me? It's about bikes." So I had to travel north, south, east, west and tape a conversation with bikers asking them which motorcycles they liked among these four. And these four, the plants were set up at four different places in our country. So north, south, east, west, typically, you know how vast India is in that sense. And the one... It was very interesting. The bikes that were made in the north were sold very well in the south, and some made in the south were sold very well in the west. It was crazy. But there was, of course, one motorcycle that would always stand out and people would say that, "Yeah, this is the one which really..." But that would always be the case. But by and large, everyone did well. Looking back, I say that, wow, they were practicing this without us knowing it.   0:23:51.6 Balaji Reddie: And even now, if you know, I don't know whether this happens outside of India, but Suzuki and Toyota in India have collaborated with each other to use the car body, if you know what I mean. The insides would be their own inside. Suzuk... Maruti is the name of the Indian company that's tied up with Suzuki Motor. So you have Maruti Suzuki and Toyota. They have common bodies, names are different, but the inside is Toyota technology and Suzuki technology. So they've decided, they just realized that they need each other, right? And they're doing exceedingly well, both. Just both.   0:24:33.7 Andrew Stotz: Sharing the platform.   0:24:36.0 Balaji Reddie: Yeah. It's crazy. And you don't start bothering so much about trying to defend yourself, right? You go ahead and focus on what you're good at. So this point two, the new philosophy, what it meant before and what it means now, I would not say it replaced it, but it's just added on to it, where he said that top management should be involved. That was the new philosophy, that quality has to come from the top. Western management waking up, et cetera. The Western managers to see quality is the basis for running your organization. It should be your strategy. And he just says as an extension of that strategy, we need to get together and cooperate and think win-win. So that's the new philosophy. It takes us, he always says, a new reward system would come in. It would be a better applied science. You can read that in The New Economics, that what is the purpose of this entire new philosophy, The New Economics, where he explains this.   0:25:39.2 Andrew Stotz: Yeah.   0:25:41.4 Balaji Reddie: In a nutshell is point two. So the purpose was to shock the Western management at that point in time, but also in a different sense, try to open the eyes of people even now that please don't think small, think big, right? The new philosophy tells us look beyond the boundaries that you've artificially created and see what you can do with the others, including your competitors. And don't look at them as adversaries, rather than partners in something that both of you will grow. Maybe not evenly, but you will grow. So that was...   0:26:18.7 Andrew Stotz: Yeah. One last thing for me on that is just the idea that he reinforces the focus that quality is, the key is the customer in that process of quality.   0:26:33.8 Balaji Reddie: That's right. That's right.   0:26:34.4 Andrew Stotz: As opposed to it's not about quality, quality, quality, control charts and QC circles and all that. It's about what is quality in the eyes of the customer and how do we better deliver that. So that always gave me so much comfort when I learned what he was teaching, that he wasn't just... It wasn't all about quality and tools. It was about quality in the eyes of the customer.   0:27:00.8 Balaji Reddie: Right. So that's why he said tools are just 3%. And you can be 100% excellent at the 3% and still run out of business, right? He always said that. So you need to apply this in the broader sense of the term. So that was...   [overlapping conversation]   0:27:08.5 Andrew Stotz: Yeah. And the problem is if you don't understand the system and you don't understand the whole teaching, then even if you're good at the tools, you may misinterpret from the tools.   0:27:25.6 Balaji Reddie: Yes. So, right, so that was point two.   0:27:30.4 Andrew Stotz: Whoo!   0:27:31.3 Balaji Reddie: So now we come to point three. [laughter] Now point three... Yeah, we just got I think 15-odd minutes, but I'll cover some part of it and I think we'll continue with this.   0:27:34.0 Andrew Stotz: Yeah, yeah. We good. I got time.   0:27:42.5 Balaji Reddie: Point three. Now this again has been so crazily misinterpreted. All right, so I'll start with the wordings once again, I'm referring to the document what he wrote. And he says now, "Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place." Now if you look at that, he was talking much about the act of inspecting and the entire activity-based and saying don't depend. The keyword was "cease dependence," because if you hear what happened in one funny case where the manager from Ford went back and just sacked all his inspectors saying Dr. Deming said we don't need inspection. But that was, I think, overstating it. But nevertheless, the keyword is dependence. Don't depend on inspection. And then he said, build quality into the product in the first place. And then he quotes Harold Dodge who said you cannot inspect quality into a product. Quality is already there. Inspection just reports what's happening. It doesn't tell you where... You know.   0:29:00.4 Andrew Stotz: Yep.   0:29:03.4 Balaji Reddie: Andrew, can you hear me?   0:29:05.8 Andrew Stotz: Yes. Keep going. So what you're talking about is the idea of thinking about quality not from the perspective...   0:29:20.2 Balaji Reddie: Yeah, we got disconnected.   0:29:21.7 Andrew Stotz: Yeah. What I was saying you're talking about is this idea of cease dependence on inspection, that it doesn't mean inspection's completely gone, but it means starting at the beginning of the process and thinking about how do we improve things from there. So continue on.   0:29:37.3 Balaji Reddie: Yeah, so I just said here that he was not so much at that time when he wrote this, like I said here, it was misinterpreted because, yes, he did start with saying the activity, the activity-based thing about inspection, that we should not depend on it. And I think I mentioned that Ford... One of the managers of Ford, misinterpreted that and sacked his inspectors and things like that. But he said that eliminate the need for inspection by building quality into the process and the product in the first place. So the word was dependence. And so he did not say that you need to eliminate the act of inspecting. In fact, it's very interesting what he actually spoke about this in the workbook which you get when you go a four-day seminar on video which was created by General Motors, right?   0:30:30.6 Balaji Reddie: So those video cassettes, and then the workbook that came with that had a very interesting take on inspection. So he said that it doesn't mean that we're gonna stop. He said you'd be a fool to keep yourself in the dark about what's happening in the process. You need to know what's happening in the process. So he's not saying that do away, he's saying use inspection. So now he actually said this, and here's where the interpretation comes in: understand the purpose of inspection. The purpose of inspection is to give yourself more and more knowledge of the process, not for sorting bad from good, because good and bad product come from the same process. We need to fix the process. And this is to be interpreted if you talk about how he looked at this, because if you read what he spoke about the nine heavy losses, when we discuss those, he says that one of the losses was performance appraisal. So I want to ask those people who say that this interpretation, isn't performance appraisal quality by inspection? You're sorting bad from good based on some arbitrary measure that you created in your head. You decide what's good, you decide what's bad. You're God, is it?   0:31:52.9 Balaji Reddie: I mean, Douglas McGregor actually wrote an article on this saying that managers don't like to play God, right? And he's the one who advocated, no, we don't need performance appraisal. It actually harms. And Dr. Deming just said the same thing. So if you read Douglas McGregor's book, The Human Side of Enterprise, there's a new version, the annotated version, where they've given commentary of what some experts or some the interpretations of the text. And I was amazed to see Dr. Deming's name come up there and saying that Dr. Deming also concurred with this and said it in very plain words that do not carry out performance appraisal. And he likened it to using inspection to create quality, whereas we know it doesn't. So fix the process. Right? And then people again take this in piecemeal and start quoting Deming: "A bad system will beat a good person anytime." I don't know what to say here, really. I mean, he obviously he said... He was trying to explain that you cannot judge that person based on the output of the system. I mean, it's an output of the system, the person. So you need to look at it that way. I don't know whether I'm making sense here, but that's the way to look at this point number three. Right? And he says that don't depend. Use the inspection to understand the process. Now, he says here, and I think I've got the text in that, he says, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." So he very clearly stated this, that this is a system. And this was the system he was talking about, right? And he says here that it's not about just manufacturing, service. It's if you are really, really interpreting this, then you'd also remove performance appraisal in the process, right? Because that's quality by inspection. Uh-oh.   0:34:21.2 Andrew Stotz: The Human Side of Enterprise, the annotated edition, is available on Amazon. Just looking at it right now, this annotated edition came out in 2023. So I haven't read it, so I'm gonna check it out myself.   0:34:42.1 Balaji Reddie: Yeah, I think I lost you again.   0:34:44.5 Andrew Stotz: Yep. I just went through the details about The Human Side of Enterprise and that latest version or edition that's just come out that you've mentioned. It came out in 2023.   0:34:57.0 Balaji Reddie: Right, right. So you could get that, read that book, you'll get to see it. And he very clearly... Did you record that bit where I read out the text?   0:35:09.4 Andrew Stotz: I don't remember that.   0:35:10.8 Balaji Reddie: Okay, I'll just read it out again so you can edit it later. So, yeah, he says here, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." Did you get that? Did that get recorded?   0:35:45.5 Andrew Stotz: Yeah.   0:35:46.0 Balaji Reddie: Yeah. So that's exactly what he meant. He said that he was not talking about the act, and he said you would have some inspection. Now, interestingly, a very, very different take on this that, yeah, I told you Myron Tribus was talking to Dr. Juran about this, and Dr. Juran gave his interpretation. Because if you know, he invented this badly misunderstood and abused term called cost of quality, right? And if you know why he invented it and what happened later, I don't even want to get into it. He said, "The only way I could grab management's attention was to present my problem in terms of money. If I explained to them and said to them that there is... This process running at 90% efficiency, they would be happy. They said, "Great." He said, "No, it's not great." And then they just wouldn't listen. They said, "90% is great." So he said, "How do I talk to them?" And so he went back to them and said, "Okay, your process is running at 90% efficiency." They said, "Yes." He said, "But you're paying 100% salary to this guy to do 90% good work, and then you're paying 100% salary to another guy to remove the 10% bad work, and then you're paying 100% salary to a third guy to correct that bad work." And that's how he invented cost of quality.   0:37:11.8 Balaji Reddie: Now people have gone and overindulged in this and they start having arguments about what is the category and where should it fit in and... Anyway, what he was trying to say is there are some activities where the more money you spend, the better it is. And so he came up with that cost of prevention and of course, I mean, conformance and non-conformance. In conformance, there were two categories. One was called prevention, where the more money you spend, obviously the better it is, but you get... You know, the returns on them will come much, much later, like training and spending money on the right things like maintaining your equipment, blah, blah, blah, research and development. He also gave a category called appraisal. And appraisal, he says, these are all activities which are necessary evils. [laughter] That means you can't eliminate them, at the same time you should not overtly depend on them to create quality. And one of them was inspection. And he says you should not spend more than necessary on inspection, just enough.   0:38:16.1 Balaji Reddie: Now here's the question I get, how much do we spend? [laughter] And the trick which I read somewhere and I saw that because I interpreted these points both ways. So when you start doing this, you walk into a company, make them calculate how much money they're spending on inspection right now. So let's say it's $100,000 or rupees or whatever. Now you start implementing the improvement processes, you start understanding the process and you start, well, the works, control charts, blah, blah, blah, blah. And then you start seeing that the process is getting better and so your defects are coming down and things are getting better generally. And so you're spending lesser money on inspection, you're spending lesser time on inspection, your resources are going in the right direction. And so that amount starts coming down and you keep doing that and you keep doing that and then you reach a point where you say, "Okay, this is it. I need this much of inspection at a bare minimum to keep myself," like Dr. Deming said, "not devoid of any information." I need to know what's happening. So that need-to-know basis, just enough, now that becomes the cap, right? And you say now, "If after this I see an increase in the money being spent, then... It's not that I'm going to go and just eliminate. I'll try to find out why." And if you look at it, that's exactly what Dr. Deming said, understand the purpose of inspection is to make the process better. The product, of course, will get better and you use the inspection intelligently to understand because good and bad products come from the same process. This is absolutely true for both manufacturing as well as services. You always can look at the activities and see which are the ones which are prone to a lot of mistakes that can happen and then you try to help the person carrying out the process. "Can I eliminate this? Can I reduce this?"   0:40:14.0 Balaji Reddie: And talking about AI, I think AI can help a lot in that, in much of the so-called mundane activities which are repeatable and being done on a regular basis. You can bring in AI over there, use it in the right way. Right? Even for the inspection thing, they talk about it, but yeah, like I said, we need to keep our eye and just keep glancing at it, but not going and standing in front of the process all the time. You don't need to do that. Just... So like Dr. Deming said, watch that... Look at the trend, the impact of my action that I need to inspect. So in that sense, like I said, the act of inspecting will never go away, but our reliance on that will come down drastically. And once in a while, just glancing through, just letting us know that things are going according to plan is the right way of looking at this. Anyway, I think that's all we have time for today, Andrew.   0:41:10.2 Andrew Stotz: Yeah. So I'm gonna wrap up by saying 290 years ago, Benjamin Franklin said, "An ounce of prevention is worth a pound of cure."   0:41:23.2 Balaji Reddie: Wow.   0:41:24.2 Andrew Stotz: Well, it's a lot of what you've just described is the idea of starting at the beginning and trying to reduce the need to depend on inspection. I love the stuff that you talked about about... He didn't say eliminate inspection, he said reduce the dependence. And that really reminded me that there's a purpose. And as you've described, the purposes of inspection isn't only just, "Okay, we don't want something bad going out to the customer," but what it really is about is understanding how are we doing. How have the upstream preventative or improvements that we've done in the upstream resolved or reduced what's happening at the downstream? I think that was a major thing for me as a young guy when I first heard Deming, to understand that, start at the beginning and try to get things right from the beginning, that will reduce the amount of trouble that you have towards the end. So, fantastic.   0:42:22.2 Balaji Reddie: That's true. That's true. All right, then.   0:42:24.5 Andrew Stotz: Well...   0:42:25.1 Balaji Reddie: We meet again next week or week after that to continue this.   0:42:27.0 Andrew Stotz: Yeah, I look forward to it. And for the listeners out there, remember to go to deming.org and jump into DemingNext to continue your journey.   0:42:36.5 Balaji Reddie: Yes.   0:42:37.0 Andrew Stotz: This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, which is, "People are entitled to joy in work."   0:42:45.3 Balaji Reddie: "Joy in work."

Support the showhttps://www.patreon.com/c/DiscombobulatedwithBobbyJaycox

UpSetters will discuss the future of the church with special guest Rev. Stephanie Spellers, Priest-in-Charge of St. Gregory of Nyssa Episcopal Church and author of "The Church Cracked Open" and "Church Tomorrow? What the 'Nones' and 'Dones' Teach us About the Future of the Church."

2 Peter 2    1But false prophets also arose among the people, just as there will be false teachers among you, who will secretly bring in destructive heresies, even denying the Master who bought them, bringing upon themselves swift destruction. 2And many will follow their sensuality, and because of them the way of truth will be blasphemed. 3And in their greed they will exploit you with false words. Their condemnation from long ago is not idle, and their destruction is not asleep.    4For if God did not spare angels when they sinned, but cast them into hell and committed them to chains of gloomy darkness to be kept until the judgment; 5if he did not spare the ancient world, but preserved Noah, a herald of righteousness, with seven others, when he brought a flood upon the world of the ungodly; 6if by turning the cities of Sodom and Gomorrah to ashes he condemned them to extinction, making them an example of what is going to happen to the ungodly; 7and if he rescued righteous Lot, greatly distressed by the sensual conduct of the wicked 8(for as that righteous man lived among them day after day, he was tormenting his righteous soul over their lawless deeds that he saw and heard); 9then the Lord knows how to rescue the godly from trials, and to keep the unrighteous under punishment until the day of judgment, 10and especially those who indulge in the lust of defiling passion and despise authority.    Bold and willful, they do not tremble as they blaspheme the glorious ones, 11whereas angels, though greater in might and power, do not pronounce a blasphemous judgment against them before the Lord. 12But these, like irrational animals, creatures of instinct, born to be caught and destroyed, blaspheming about matters of which they are ignorant, will also be destroyed in their destruction, 13suffering wrong as the wage for their wrongdoing. They count it pleasure to revel in the daytime. They are blots and blemishes, reveling in their deceptions, while they feast with you. 14They have eyes full of adultery, insatiable for sin. They entice unsteady souls. They have hearts trained in greed. Accursed children! 15Forsaking the right way, they have gone astray. They have followed the way of Balaam, the son of Beor, who loved gain from wrongdoing, 16but was rebuked for his own transgression; a speechless donkey spoke with human voice and restrained the prophet's madness.    17These are waterless springs and mists driven by a storm. For them the gloom of utter darkness has been reserved. 18For, speaking loud boasts of folly, they entice by sensual passions of the flesh those who are barely escaping from those who live in error. 19They promise them freedom, but they themselves are slaves of corruption. For whatever overcomes a person, to that he is enslaved. 20For if, after they have escaped the defilements of the world through the knowledge of our Lord and Savior Jesus Christ, they are again entangled in them and overcome, the last state has become worse for them than the first. 21For it would have been better for them never to have known the way of righteousness than after knowing it to turn back from the holy commandment delivered to them. 22What the true proverb says has happened to them: “The dog returns to its own vomit, and the sow, after washing herself, returns to wallow in the mire.”

On this episode hosts Fred and Gregg welcome David Shulkin, MD who served as U.S. Secretary of Veterans Affairs under President Trump and before that as VA Under Secretary for Health under President Obama. In this conversation Secretary Shulkin makes a counterintuitive argument: the VA's government-run, globally budgeted healthcare system is a model the private sector should be learning from, not dismissing. The discussion spans the VA's landmark hepatitis C elimination campaign, its AI-powered suicide prevention program, the structural case for population health over fee-for-service, and why Shulkin believes incremental reform has run its course. To stream our Station live 24/7 visit www.HealthcareNOWRadio.com or ask your Smart Device to “….Play Healthcare NOW Radio Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

by Jason Blackley | From the Series: A Vision for Healthy Churches | Scripture: 1 Peter 4:7-11 | Download Audio

Welcome to The Daily. Go ahead and pick up your 1 Peter Scripture Journal now. Our text today is 1 Peter 3:1-6: Likewise, wives, be subject to your own husbands, so that even if some do not obey the word, they may be won without a word by the conduct of their wives, when they see your respectful and pure conduct. Do not let your adorning be external—the braiding of hair and the putting on of gold jewelry, or the clothing you wear— but let your adorning be the hidden person of the heart with the imperishable beauty of a gentle and quiet spirit, which in God's sight is very precious. For this is how the holy women who hoped in God used to adorn themselves, by submitting to their own husbands, as Sarah obeyed Abraham, calling him lord. And you are her children, if you do good and do not fear anything that is frightening. — 1 Peter 3:1-6 There are few pains more difficult than loving someone you cannot change. You pray for them. You reason with them. You offer advice. You revisit the same conversations over and over again. You imagine the breakthrough that never seems to come. Maybe it's a spouse. Maybe it's a child who has wandered from the faith. A parent. A friend. Someone you desperately want to see transformed. Eventually, the question becomes burdensome: What do I do when someone I love won't change? Peter writes into that burden. His immediate audience was Christian wives married to unbelieving husbands. In the Roman world, a wife was generally expected to observe her husband's religion. So when these women placed their faith in Christ while their husbands did not, it created tension inside the home. Their loyalty to Jesus came at a cost. And Peter doesn't shame them. He encourages them. He doesn't tell them to abandon hope. Nor does he hand them a strategy to control outcomes. Instead, he points them toward being a faithful witness. "They may be won without a word by the conduct of their wives, when they see your respectful and pure conduct." Peter isn't forbidding dialogue and discussion. Scripture consistently calls believers to speak truth and proclaim the gospel. Rather, he is reminding them that transformation ultimately belongs to God. You cannot pressure someone into repentance or genuine belief. You also cannot carry the responsibility for changing another person's heart. Only God can do that. Sometimes the loudest sermon isn't spoken from a stage. Sometimes it's lived out in the car, on the couch, or at the dinner table at home. Then in the text, Peter shifts the focus from outward appearance to inward beauty. In a culture obsessed with image and status, he reminds these women that what God values most is "the imperishable beauty of a gentle and quiet spirit." This isn't the outdated script of feminine weakness and masculine dominance that modern culture often assumes Peter is endorsing. It is strength under control. It is the settled confidence of a person whose hope rests in God rather than in circumstances they cannot manage. Peter points back to Sarah as an example. Sarah's life wasn't marked by perfect circumstances. She followed an imperfect husband (Abraham) into uncertain situations with no guarantee of how the story would unfold. Yet she trusted God. And Peter ends with words that reveal the more resounding issue underneath this entire passage: "Do good, and do not fear anything that is frightening." Fear is often what drives our attempts to control people. Fears like: What if they never change? What if they never believe? What if this relationship is always hard? Peter acknowledges that those fears are real. Then he gently redirects our hearts toward things like: Keep doing good. Remain faithful. Trust God with what you cannot control. You see, you cannot change another person's heart. You cannot force spiritual growth. You cannot control another person's choices. But you can remain faithful. You can keep doing good. You can entrust the outcome to God. Because if God can change your heart, He is more than capable of reaching theirs. That person you are trying to change, give them to God. Release them to him in prayer, and ask that he would give you the strength to stop trying to control the outcomes and focus on reflecting Christ to them. DO THIS: Think of one person you've been trying to change. Release them to God in prayer today. Ask Him to help you focus less on controlling outcomes and more on faithfully reflecting Christ. ASK THIS: Who am I trying to change through my own strength? How might fear be influencing the way I relate to that person? What would faithfulness look like if I trusted God with the outcome? PRAY THIS: Father, You know the people I love and the burdens I carry for them. Forgive me for trying to do what only You can do. Help me remain faithful, patient, and full of grace. Teach me to trust You with what I cannot control and to reflect Christ in the way I love others. Amen. PLAY THIS: "Trust in God."

Kimchi One from Brightcore – Health Starts in the GutGet 25% off – Use Code: FLYOVER at https://www.brightcore.com/flyoverOr call (888) 315-8404 for up to 50% OFF your order and Free Shipping!Tonight at 8:30pm CST, on the Flyover Conservatives show we are tackling the most important things going on RIGHT NOW from a Conservative Christian perspective!Most business owners don't fail because they lack talent—they fail because they refuse to practice the diligence, initiative and leadership required to succeed. Clay Clark reveals the uncomfortable habits separating profitable business owners from those who remain overworked, overwhelmed and broke.Discover why effective leaders must master the details, do more than they expect from their teams and surround themselves with people who elevate their standards. Plus, hear how one business owner increased leads by 5X using a dependable, proven system that transformed his company—and restored his sanity.TO WATCH ALL FLYOVER CONTENT: www.theflyoverapp.com Follow and Subscribe on YouTube: https://www.youtube.com/@TheFlyoverConservativesShowClay ClarkWEBSITE: www.thrivetimeshow.comText FLYOVER to 918-851-0102 to learn moreClay Clark is a serial entrepreneur, business coach, and bestselling author known for helping companies scale through proven systems and disciplined execution. He is the founder of the ReAwaken America Tour, one of the largest faith, freedom, and economic events in the country. Clay has built and sold multiple successful businesses across marketing, finance, and professional services. He is widely respected for his ability to translate complex economic and technological shifts into practical action steps for everyday Americans. Clay is a frequent speaker and media guest, offering insight on entrepreneurship, economic resilience, and leadership in uncertain times.-------------------------------------------

What actually happened when Jesus died on a cross? Why was it so brutal? What was astonishing about his prayer? And what's the significance of him dying between two criminals?Lindsay Schott is back for a two-part episode to close out our Judgy Series with a conversation about the cross and why it's both worse and better than you thought.Luke 23, The CrucifixionLindsay's upcoming book Trained to TeachFree: Judgy Heart CheckMore from the Judgy SeriesLindsay SchottLindsay Schott is the co-founder of Teach Equip and the co-author of an upcoming book, Trained to Teach. She has a passion for women to know the scripture and to experience deep transformation in relationship with Jesus and others.She and her husband live in the Dallas area with their four children. You can see Lindsay's watercolor work at lindsayschott.com and see her creative journey on Instagram @lindsayschottwatercolor.More from the Judgy Series on Live Like It's True.  Get the FREE Judgy Heart Check and check out Shannon's new book Kinda Judgy.  Learn more at ShannonPopkin.com.

Drag queen superstar Onya Nurve (Winner of RuPaul's Drag Race S17) joins Nicole to talk about the time she was catfished on a dating app by a high school creep! Onya also sets the record straight on her true dynamic with the Season 17 girls, revealing why she felt like an outsider navigating the cast's social circle. She shares how her current girlfriend started out as her college bestie, the friction of taking her on tour as an assistant, and her journey to realizing she was pansexual.Plus, they debate whether sharing your location is the ultimate red flag, discuss the crazy movie Obsession, and reveal the truth about why Onya was let go from a tour of Kinky Boots just days before opening.WWYDM is hiring a part-time podcasting apprentice! Learn more and apply here.Watch this episode on our YouTube channel at https://www.youtube.com/@WhyWontYouDateMePodcastSupport this podcast by checking out our sponsors:» Hinge: Listen to No Ordinary Love for free on Spotify! https://hin.ge/WhyWontYouDateMe» Planned Parenthood: Donate to support Planned Parenthood now at https://plannedparenthood.org/defend» Chime: Join the millions who are already banking fee free with America's #1 Choice for Banking. Head to https://Chime.com/dateme. Sign up now. It only takes a few minutes.» Cash App: Download Cash App Today: https://capl.onelink.me/vFut/3v6r90n6 #CashAppPod Cash App is a financial services platform, not a bank. Banking services provided by Cash App's bank partner(s). Prepaid debit cards issued by Sutton Bank, Member FDIC. Cash App Visa® Debit Flex Cards issued by Sutton Bank, Member FDIC, and The Bancorp Bank, N.A., pursuant to a license from Visa U.S.A. Inc. See terms and conditions for the Sutton prepaid card, Sutton debit flex card, and Bancorp debit flex card. Discounts and promotions provided by Cash App, a Block, Inc. brand. Visit cash.app/legal/podcast for full disclosures.Check out all of our sponsors and discount codes at wwydm.notion.site/sponsors.Follow:All Links: linktr.ee/whywontyoudatemeTour Dates: linktr.ee/nicolebyerwastakenYouTube: @WhyWontYouDateMePodcastTikTok: @whywontyoudatemepod Instagram: @nicolebyerX: @nicolebyerThis is a Headgum podcast. Advertise on Why Won't You Date Me? via Gumball.fm.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Katelyn Rhoades. Shared how she transformed a $750-per-month social media side hustle into a seven-figure business. As a visibility strategist and founder of Influence Marketing Studio, she explained how entrepreneurs can leverage social media, personal branding, and consistent content creation to build audiences, create opportunities, and generate revenue. Her story demonstrates that location, background, and resources are no longer major barriers to success when visibility and digital platforms are used strategically. Purpose of the Interview The interview was designed to: Show how social media can be used to create business opportunities. Teach entrepreneurs the importance of visibility and personal branding. Demonstrate how a side hustle can become a scalable business. Help listeners understand the fundamentals of social media marketing. Inspire people to overcome fear and take action on their business ideas. Explain how content creation can lead to multiple streams of income. Key Takeaways 1. Visibility Creates Opportunity Katelyn's central message is that people cannot buy from, hire, or recommend someone they do not know exists. By consistently showing up online and sharing expertise, entrepreneurs can attract clients, partnerships, media opportunities, and new revenue streams. 2. Start Before You're Ready Katelyn did not begin with a detailed business plan, funding, or a built-in audience. She started by sharing simple social media marketing tips online and learning through action. Her success came from consistent execution rather than waiting for perfect conditions. 3. Social Media Is the Most Accessible Marketing Tool She stressed that platforms such as Instagram, Facebook, TikTok, and YouTube provide entrepreneurs with free access to large audiences. People can build businesses simply by sharing valuable knowledge and expertise consistently. 4. Focus on One Platform First Rather than trying to master every social channel simultaneously, Katelyn recommends choosing one platform and becoming exceptionally good at it. This focused approach allows entrepreneurs to learn faster and build authority more quickly. 5. Monetization Begins by Solving Problems As her audience grew, followers began asking her questions about social media growth. Instead of continuing to answer those questions for free, she packaged her expertise into paid consulting services and coaching calls. Her success shows that demand often reveals itself through audience questions. 6. Learn Skills Using Free Resources Katelyn emphasized that modern entrepreneurs have access to unprecedented learning opportunities through: YouTube AI tools Online tutorials Free educational content She believes anyone can acquire valuable skills if they are willing to invest the time. 7. Multiple Revenue Streams Grow Naturally What started as social media management evolved into: Agency services Coaching Content creation Brand partnerships Sponsored content Podcasting Digital products She views business growth as a domino effect where visibility creates additional opportunities. 8. Organic Marketing Still Works Unlike many marketers who rely heavily on paid advertising, Katelyn built her business largely through organic content and relationship-building. Her strategy focuses on: Authenticity Consistency Audience engagement Value-driven content 9. Almost Any Interest Can Become a Business One of her strongest points was that people often dismiss their expertise or hobbies as insignificant. Katelyn believes there is an audience for nearly every niche, provided there is genuine demand and a clear way to help people. 10. Mistakes Are Part of Success Katelyn openly discussed her challenges, including: Navigating a lawsuit related to content usage Learning copyright rules Hiring mistakes Holding on to employees too long She credits those experiences with making her a stronger entrepreneur. Key Themes Entrepreneurship Through Visibility The interview repeatedly underscores the idea that online visibility is no longer optional for entrepreneurs seeking growth. Personal Branding Building a recognizable personal brand can create opportunities that extend far beyond an initial service offering. Action Over Perfection Taking imperfect action consistently is more valuable than waiting for the perfect plan. Audience-Driven Business Creation Successful entrepreneurs listen closely to what their audience is asking for and create solutions accordingly. Notable Quotes On Entrepreneurship "Visibility creates opportunity." On Finding Your Expertise "Is there something that you're passionate about that you know a lot about that you could talk about without getting sick of it?" On Growth "I decided I was going to go all in on that channel and just become the expert." On Learning "If there's a certain skill you want to learn, you need to go learn it. It's free. It's at your fingertips." On Consistency "If you want something bad enough, it can't be easy." On Overcoming Fear "My drive and my heart was so much bigger than that fear." On Visibility "Show up on social media." On Business Ideas "Listen to your audience." On Content Creation "You can monetize any hobby that you have." On Entrepreneurship "I honestly think you can monetize any hobby that you have." On Hiring "Hire slow, fire fast." On Leadership "When you know something's off, stop trying to make it work and just do the hard thing." Success Highlights Grew a $750-per-month side hustle into a seven-figure business. Built Influence Marketing Studio into a successful agency. Grew a substantial social media following through organic content. Secured major brand partnerships. Earned media recognition, including features in major publications. Developed multiple income streams through visibility and personal branding. Bottom Line Katelyn Rhoades' interview is a blueprint for building a modern business through visibility, content creation, and personal branding. Her journey proves that entrepreneurs do not need large budgets, major connections, or a big-city location to succeed. By consistently sharing expertise, listening to audience needs, and embracing opportunities, individuals can transform knowledge and passion into profitable businesses and long-term wealth. #SHMS #STRAW #BEST Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Katelyn Rhoades. Shared how she transformed a $750-per-month social media side hustle into a seven-figure business. As a visibility strategist and founder of Influence Marketing Studio, she explained how entrepreneurs can leverage social media, personal branding, and consistent content creation to build audiences, create opportunities, and generate revenue. Her story demonstrates that location, background, and resources are no longer major barriers to success when visibility and digital platforms are used strategically. Purpose of the Interview The interview was designed to: Show how social media can be used to create business opportunities. Teach entrepreneurs the importance of visibility and personal branding. Demonstrate how a side hustle can become a scalable business. Help listeners understand the fundamentals of social media marketing. Inspire people to overcome fear and take action on their business ideas. Explain how content creation can lead to multiple streams of income. Key Takeaways 1. Visibility Creates Opportunity Katelyn's central message is that people cannot buy from, hire, or recommend someone they do not know exists. By consistently showing up online and sharing expertise, entrepreneurs can attract clients, partnerships, media opportunities, and new revenue streams. 2. Start Before You're Ready Katelyn did not begin with a detailed business plan, funding, or a built-in audience. She started by sharing simple social media marketing tips online and learning through action. Her success came from consistent execution rather than waiting for perfect conditions. 3. Social Media Is the Most Accessible Marketing Tool She stressed that platforms such as Instagram, Facebook, TikTok, and YouTube provide entrepreneurs with free access to large audiences. People can build businesses simply by sharing valuable knowledge and expertise consistently. 4. Focus on One Platform First Rather than trying to master every social channel simultaneously, Katelyn recommends choosing one platform and becoming exceptionally good at it. This focused approach allows entrepreneurs to learn faster and build authority more quickly. 5. Monetization Begins by Solving Problems As her audience grew, followers began asking her questions about social media growth. Instead of continuing to answer those questions for free, she packaged her expertise into paid consulting services and coaching calls. Her success shows that demand often reveals itself through audience questions. 6. Learn Skills Using Free Resources Katelyn emphasized that modern entrepreneurs have access to unprecedented learning opportunities through: YouTube AI tools Online tutorials Free educational content She believes anyone can acquire valuable skills if they are willing to invest the time. 7. Multiple Revenue Streams Grow Naturally What started as social media management evolved into: Agency services Coaching Content creation Brand partnerships Sponsored content Podcasting Digital products She views business growth as a domino effect where visibility creates additional opportunities. 8. Organic Marketing Still Works Unlike many marketers who rely heavily on paid advertising, Katelyn built her business largely through organic content and relationship-building. Her strategy focuses on: Authenticity Consistency Audience engagement Value-driven content 9. Almost Any Interest Can Become a Business One of her strongest points was that people often dismiss their expertise or hobbies as insignificant. Katelyn believes there is an audience for nearly every niche, provided there is genuine demand and a clear way to help people. 10. Mistakes Are Part of Success Katelyn openly discussed her challenges, including: Navigating a lawsuit related to content usage Learning copyright rules Hiring mistakes Holding on to employees too long She credits those experiences with making her a stronger entrepreneur. Key Themes Entrepreneurship Through Visibility The interview repeatedly underscores the idea that online visibility is no longer optional for entrepreneurs seeking growth. Personal Branding Building a recognizable personal brand can create opportunities that extend far beyond an initial service offering. Action Over Perfection Taking imperfect action consistently is more valuable than waiting for the perfect plan. Audience-Driven Business Creation Successful entrepreneurs listen closely to what their audience is asking for and create solutions accordingly. Notable Quotes On Entrepreneurship "Visibility creates opportunity." On Finding Your Expertise "Is there something that you're passionate about that you know a lot about that you could talk about without getting sick of it?" On Growth "I decided I was going to go all in on that channel and just become the expert." On Learning "If there's a certain skill you want to learn, you need to go learn it. It's free. It's at your fingertips." On Consistency "If you want something bad enough, it can't be easy." On Overcoming Fear "My drive and my heart was so much bigger than that fear." On Visibility "Show up on social media." On Business Ideas "Listen to your audience." On Content Creation "You can monetize any hobby that you have." On Entrepreneurship "I honestly think you can monetize any hobby that you have." On Hiring "Hire slow, fire fast." On Leadership "When you know something's off, stop trying to make it work and just do the hard thing." Success Highlights Grew a $750-per-month side hustle into a seven-figure business. Built Influence Marketing Studio into a successful agency. Grew a substantial social media following through organic content. Secured major brand partnerships. Earned media recognition, including features in major publications. Developed multiple income streams through visibility and personal branding. Bottom Line Katelyn Rhoades' interview is a blueprint for building a modern business through visibility, content creation, and personal branding. Her journey proves that entrepreneurs do not need large budgets, major connections, or a big-city location to succeed. By consistently sharing expertise, listening to audience needs, and embracing opportunities, individuals can transform knowledge and passion into profitable businesses and long-term wealth. #SHMS #STRAW #BEST Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSee omnystudio.com/listener for privacy information.

Wild bird contacts can shape a pointing dog in ways a training setup cannot. Mark Payton joins Nick to talk about first seasons, launchers, steadiness, and letting birds teach. Mark is the author of Favorite Ways to Train Your Bird Dog and a longtime bird hunter who has worked dogs for the public for about 15 years. He returns to the podcast for a listener-question episode built around developing young dogs, carrying yard work into new places, and recognizing what a dog is saying before adding more pressure. I have a new setter pup at my feet this season, so this one landed at the right time. We talk about how little formal work a young pointing dog may need before its first fall, what early wild-bird opportunity can open up, and why a puppy's light-bulb moment tends to stick with the person holding the gun. Mark remembers Izzy pointing a quail single before she was six months old. With another dog, he went into the field with a puppy and came out with a bird dog. The conversation also gets practical. Mark explains his wooden backing silhouette, his use of remote launchers, the difference between steady to flush and steady through the fall, and why he treats a launcher as a stand-in for a wild bird rather than a machine for making a dog point. His recurring question is a useful one: what would a wild bird do? Later, we get into whoa posts, flank collars, relocation, gun introduction, e-collar timing, trash breaking, retrieving, and the limited role of a wing on a string. The larger idea stays simple. Build the dog's love for birds, give it meaningful opportunity, and pay attention to the small signals along the way. Chapters 00:00 Let the wild bird teach the dog 02:37 Short bird dog training sessions and consistency 04:58 Mark Payton's bird dog background 11:33 How much training does a young pointing dog need? 21:47 Letting the dog and bird work it out 22:14 A young bird dog's first hunting season 28:24 Building bird drive in a hesitant puppy 31:02 Developing range and independence 33:26 Teaching backing with a wooden silhouette 43:16 Helping dogs generalize training in new places 46:05 E-collar timing and command reinforcement 48:58 When a young dog catches a training bird 50:37 Using a launcher like a wild bird 54:35 Steady to flush, wing, shot, and fall 1:00:00 Whoa posts and flank collars 1:03:54 Letting a pointing dog relocate on moving birds 1:07:28 Reading small signals during gun introduction 1:10:28 Trash breaking and deer chasing 1:14:37 Retrieving and force fetch 1:19:15 The limited role of wing on a string 1:28:00 Birds, breaks, and taking away the chase 1:30:16 Why wild birds become the best teacher 1:33:47 Where to find Mark Payton Questions from the episode How much training does a young pointing dog need before its first season? Mark keeps the early program fairly light: recall, collar conditioning, bird introduction, gun introduction, and enough bird work for the dog to begin pointing. He prefers to build a love for birds and let the first hunting season provide experience. More formal polish can come later, often when the dog is roughly nine to 15 months old. Is it a good idea to hunt a puppy during its first season? Mark believes a first season can be valuable when the puppy is physically ready and has the basic preparation to be safe in the field. The goal is opportunity, not finished performance. His own young dogs pointed wild quail and woodcock before six months, while another dog needed more time before the light came on during a scattered covey. What does a young bird dog's light-bulb moment look like? It is the point when bird contacts begin to make sense to the dog. Nick remembers Rose moving from a very young puppy to reliably pointing grouse as the season progressed. Mark remembers one dog sticking quail singles so clearly that he felt he had walked into the field with a puppy and walked out with a bird dog. Why does Mark Payton use a remote bird launcher? Mark treats a remote launcher as a tool for simulating the consequence a wild bird would give a dog. If the dog crowds the scent cone, approaches from the wrong side of the wind, or gets too close, the bird leaves. That loss of opportunity helps many dogs learn to stop and point without the handler manufacturing the point. Will catching one training pigeon ruin a pointing dog? One caught pigeon is unlikely to create a lasting problem, especially with a young dog still developing bird drive. Repeated catches are different because they can teach the dog that birds are available to grab. Mark moves away from easy catches once the dog's interest is established and uses stronger-flying birds or launchers to preserve the bird's advantage. What are the different levels of steadiness in a pointing dog? The terms vary among trainers, but Mark separates them by what the dog remains still through. Steady to flush covers the handler moving in to produce the bird. Steady to wing adds the bird taking flight. Steady through shot and fall asks the dog to remain until the bird is down and the handler releases it. What small signs can show a gun introduction is moving too fast? A dog may keep chasing while still showing uncertainty. Mark watches for ears lowering, a brief hesitation in stride, or a small change in the tail after the shot. Those details can be easy to miss. A handler who reads them early can pause rather than escalating from one light shot to several hunters firing at a covey. What does Mark mean by an honest bird dog? An honest bird dog is genuinely trying to find, point, and handle the bird for the hunter. A bump can still happen because of wind, distance, or a running bird, but the dog is not deliberately trying to flush ahead of the gun. Nick describes that trust with Rose, especially when she relocates on moving ruffed grouse without being directed. Connect with Mark Payton Email: payton1221@yahoo.com YouTube: https://www.youtube.com/@Payton1221 Instagram: https://www.instagram.com/mark_payton_gundogs/Favorite Ways to Train Your Bird Dog: Contact Mark at payton1221@yahoo.com for availability. Companion backing and honoring video: https://www.youtube.com/watch?v=tDYj9K6QrSc Listen and follow Spotify: https://open.spotify.com/show/17EVUDJPwR2iJggzhLYil7 Apple Podcasts: https://podcasts.apple.com/us/podcast/birdshot-podcast/id1288308609 YouTube: https://www.youtube.com/@birdshot.podcast Instagram: https://www.instagram.com/birdshot.podcast/ Website: https://www.birdshotpodcast.com/ Sponsors This episode is brought to you by Upland Gun Company, Final Rise, and Irish Setter Boots. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

https://teachhoops.com/ — Coach Collins' coaching resource site, 14 day free trial (also said as "teachgroups.com" and "t-tubes.com" in the transcript, both transcription errors for TeachHoops) https://coachingyouthhoops.com/ — practice plans and season planning, the one stop shop pitched in the sponsor reads https://heysammi.com/ — text based team communication app, spelled out on air as H E Y S A M M I (Sammi with an i) Coach Collins and Coach Steve tackle one of the most common questions in youth basketball: how do you get kids to stop jacking up bad shots without killing their confidence? The answer is a three word framework you can run live in practice, no film room required. Coach Steve shares the exact language he uses with his teams, why he asks "why" instead of correcting, and how a shot that is terrible for one player can be the right shot for another. Coach Collins connects it back to what he does at the varsity level in film sessions, and explains why immediate feedback in a scrimmage may actually beat watching it on tape two days later. The episode opens with a candid conversation about retirement, giving the next coach space, and the hardest part of walking away from a program you built. The good shot, great shot, no shot framework and how to define each one for your age group Why efficient scoring belongs in your program pillars, and what it actually looks like in practice How to teach range so players honestly know their own shooting distance The whistle and question method: pause the scrimmage, ask what kind of shot that was, then ask why Why you should not answer for the player, and what happens when they answer for themselves How shot selection standards should differ by player without singling anyone out Handling the parent problem, when mom and dad are yelling "shoot it" right after you said do not The retirement conversation: why the best thing a retiring coach can do is stay out of the gym 00:00 Welcome and a word about TeachHoops.com, the 7 and 14 first season, and finding mentors that changed everything 01:02 Retirement talk, no more tests to grade, and the practice plans Coach Collins will miss 01:35 The retired coach who now shows up to critique his son's practices, and why space matters 02:24 "I will help you, but you have to ask." Setting the boundary with a former assistant 02:48 Why walking back into the gym is complicated when the kids were on your team 03:15 Sponsors: CoachingYouthHoops.com for practice plans and season planning, and HeySammi.com for cutting administrative work 04:53 Today's topic arrives from the Facebook group: teaching shot selection at the youth level 05:00 The real problem, kids get asked how many points they scored, never how many stops they made 05:38 Quick break, TeachHoops.com and the 14 day free trial 05:59 Coach Steve defines a great shot: on balance, no hand in your face, inside your range 06:45 How do players learn their own range? They know more than you think 07:28 The live teaching method, blow the whistle, name the shot, then ask why 07:56 The unexpected result: players start passing to the teammate who has the great shot 08:00 Great shot, good shot, no shot examples for third through fifth grade 08:29 Coach Collins on film sessions at the high school level versus live correction at the youth level 09:23 Why immediate feedback is the advantage of teaching this in the moment 09:47 "You told me not to shoot a three, but Steve just shot one." Handling that conversation 10:28 Differentiating standards without calling players out: this is where you are right now, and it is okay 10:54 Coach Steve's closing advice: define it, keep it quick, and know the individual 11:26 The player who can slice between two defenders versus the one who cannot, same drive, different verdict 11:41 Closing thoughts and where to go next "The best thing a coach can do when they retire is give the other coach space." "I do not say that is right or wrong. I just say, okay, why?" "What I have seen over the course of this season is they are passing the ball now to someone who has a great shot." "It is not calling them out. It is just, this is where you are right now. It is okay." Shot selection is not a rule, it is a conversation you repeat until it becomes instinct. Keep the vocabulary to three words so a nine year old can hold it in their head during live play. Blow the whistle, ask what that was, ask why, then move on. Do not lecture. And accept that the definition of a great shot is different for every kid on your roster, which is the whole point. TeachHoops.com for coaches who want to get better, 14 day free trial CoachingYouthHoops.com, practice plans and season planning for youth coaches HeySammi.com, text based team communication that syncs your family's sports apps into one place, spelled H E Y S A M M I The TeachHoops Facebook group, where this week's question came from If this episode helped, please subscribe, leave a five star review on Apple Podcasts, and share it with a coach who needs it. Then head over to TeachHoops.com and start your 14 day free trial. What You Will LearnTimestampsQuotable MomentsCoach's TakeawayResources MentionedSupport the Show Learn more about your ad choices. Visit podcastchoices.com/adchoices

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! The core of Rushion McDonald's message is simple: success is not determined by age, circumstances, or luck. It is driven by mindset, consistency, accountability, and a willingness to take action. Purpose of the Presentation The presentation was designed to: Inspire people to stop using age as an excuse. Encourage accountability and self-reflection. Teach the value of creating and managing a personal brand. Emphasize the importance of health, family, and work-life balance. Provide actionable strategies for career and business growth. Help entrepreneurs recognize missed opportunities. Motivate listeners to create a plan for success and follow through. Key Takeaways 1. Age Is Not a Barrier to Success McDonald challenges the idea that success must happen by a certain age. He argues that everyone has a unique timeline and should focus on progress rather than comparing themselves to societal expectations. 2. Live Your Own Life There is no such thing as a perfect life. Success comes from creating a life that aligns with your goals, values, and aspirations. 3. Develop Hobbies and Interests Having a hobby provides balance, reduces stress, and creates opportunities for personal fulfillment. McDonald shares how baking and cooking became important outlets in his life. 4. Prioritize Health Success is difficult to sustain without good physical and mental health. Healthy habits, proper nutrition, and self-care should be priorities. 5. Make Time for Family and Vacations McDonald discusses how fear of stepping away from work once prevented him from taking vacations. He learned that rest, family time, and personal experiences are essential for long-term success. 6. Stop Letting Fear Control Decisions Fear often prevents people from taking action, pursuing opportunities, or making necessary changes. Personal growth begins when individuals move beyond self-imposed limitations. 7. Accountability Creates Opportunity A story from his IBM career illustrates how personal accountability changed his trajectory. Rather than blaming external factors, he learned to focus on improving himself and defining clear goals. 8. Professional Standards Matter How people present themselves influences how others perceive their value and potential. Setting higher personal standards often leads to increased opportunities. 9. Put Business Agreements in Writing One of McDonald's strongest business lessons is that successful relationships and ventures require documentation, structure, and professionalism. 10. Everyone Has a Personal Brand Whether you're an employee, entrepreneur, or executive, you are constantly creating a brand. Your reliability, appearance, communication, and consistency shape how others see you. 11. Build Your Brand Through Consistency Strong brands are predictable and dependable. Showing up on time, delivering quality work, and maintaining standards build trust and credibility. 12. Market Yourself McDonald encourages listeners to confidently communicate their value and accomplishments. In today's digital world, people must be willing to promote their strengths and expertise. 13. Be an Eagle, Not a Chicken One of the presentation's most memorable analogies contrasts eagles and chickens. Eagles represent ambition, excellence, leadership, and growth, while chickens symbolize settling for routine, low expectations, and mediocrity. 14. Create a Roadmap for Success McDonald outlines a simple framework for achievement: Set a goal. Make a plan. Get to work. Stick to it. Reach the goal. 15. Success Requires Communication Strong communication skills are critical in business and life. Listening is just as important as speaking. 16. Trust Is Built Through Consistency People trust individuals and brands that consistently deliver value and meet expectations. 17. Eliminate Bad Habits and Build Positive Systems McDonald encourages listeners to write down goals, find mentors, create vision boards, and remove behaviors that hinder growth. Notable Quotes On Success "Stop reading other people's success stories and start planning your own." On Age "Don't let your age be an excuse." On Life "There's no such thing as a perfect life. The life you're trying to live is your life." On Health "Health matters." On Family "You better make time for yourself. Make time for your family." On Opportunity "You have to capitalize on your success." On Accountability "Rashawn McDonald was tripping. That's the problem." On Business "If you don't get it in writing, it's going to go away." On Branding "You are a brand. You are a product. You are a walking, talking product." On Consistency "It's called consistency. That's what a brand is all about." On Greatness "Why can't you shout out your greatness?" On Standards "You have to set your own standards." On Personal Growth "Stop planning your death and start planning your success." On Experience "Turn that experience into cash." On Goal Setting "Set a goal. Make the plan. Get to work. Stick to it. Reach the goal." On Communication "Communication begins with listening." On Trust "Trust is built through consistency." On Winning "Put down your stop sign so you can start winning." Bottom Line Rushion McDonald's presentation is a motivational blueprint for personal and professional success. Through lessons on accountability, branding, communication, planning, and self-discipline, he challenges listeners to stop making excuses and start taking ownership of their future. His ultimate message is clear: build standards, create a plan, stay consistent, and stop waiting for success to happen. Create it. #SHMS #STRAW #BEST Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.