Podcasts about Team

The NCAA Tournament is here, March Madness starts today: The NCAA Tournament Play-In games are over and The Miami University Redhawks are in the big field, they will face The Tennessee Volunteers Friday. One of the most controversial teams all season, the Redhawks played nobody in the regular season but also lost to nobody in the regular season. Are they now America's Team in this Tournament? Also, did the SMU Mustangs tell a little white lie to get into the Field of 68? Bryan Hodgson on playing a tourney game in front of his dad PLUS, Tyler's Viewing Menu presented by Michelson Laser Vision! SUBSCRIBE: @NextRoundLive - / @nextroundlive FOLLOW TNR ON RUMBLE: https://rumble.com/c/c-7759604 FOLLOW TNR ON SPOTIFY: https://open.spotify.com/show/7zlofzLZht7dYxjNcBNpWN FOLLOW TNR ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/the-next-round/id1797862560 WEBSITE: https://nextroundlive.com/ MOBILE APP: https://apps.apple.com/us/app/the-next-round/id1580807480 SHOP THE NEXT ROUND STORE: https://nextround.store/ Like TNR on Facebook: / nextroundlive 267,216 Follow TNR on Twitter: / nextroundlive Follow TNR on Instagram: / nextroundlive Follow everyone from the show on Twitter: Jim Dunaway: / jimdunaway Ryan Brown: / ryanbrownlive Lance Taylor: / thelancetaylor Scott Forester: / scottforestertv Tyler Johns: /TylerJohnsTNR Sponsor the show: sales@nextroundlive.com Learn more about your ad choices. Visit megaphone.fm/adchoices

FREE 5 Day Email Series to Turn Your Family Into a Team: https://familyteams.com/transform/ --- Is it better to get a PhD, or have a child? I found this wild interaction on the "child-free" subreddit, and had to comment on it from our pro-family point of view here at Family Teams. There's a huge lie in the undercurrent of our society that has convinced so many young women to become hyper-individualistic and focused on self at the expense of children and family, and it's so tragic. This is a good way to showcase that lie and remind everyone to start celebrating kids and family. On this episode, we talk about: 0:00 Intro 2:28 Surprising reaction 3:06 The value of a child 4:00 PhD vs Children 6:48 This was missing in feminism -- FREE 5 Day Email Series to Turn Your Family Into a Team: https://familyteams.com/transform/ -- Follow Family Teams: Facebook: https://facebook.com/famteams Instagram: https://www.instagram.com/familyteams Website: https://www.familyteams.com --- Hi, welcome to the Family Teams podcast! Our goal here is to help your family become a multigenerational team on mission by providing you with Biblically rooted concepts, tools and rhythms! Your hosts are Jeremy Pryor and Jefferson Bethke. Make sure to subscribe on Apple, Spotify, or YouTube so you don't miss out on future episodes!

In this episode of the Mushing Podcast, the race moves into its final phase with just a handful of mushers remaining on the trail as they prepare to leave White Mountain and complete the final miles to Nome. Weather conditions, including a developing storm, are affecting the timing and strategy of the remaining teams.Jesse Terry is officially named Rookie of the Year after finishing in 14th place, completing the race in just under 11 days with a strong and steady performance. His run highlights the strength of this year's rookie class, many of whom are still on the trail and finishing close together.The episode also provides an update on the Expedition Class, including Steve Curtis' decision to end his run due to deteriorating trail conditions and safety concerns. The discussion highlights an important leadership lesson: knowing when to prioritize team safety over moving forward.Listeners also hear a musher profile of veteran competitor Jessie Royer and a discussion about the unusually high number of rookies finishing together, setting up a unique and potentially historic finish to this year's race.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

-The MADNESS is Officially Underway for the NCAA Tournament, Y'all! -T-Mil's NCAA Tourney BEST BET$ for Tonight's Thurs Action! -A Houston Rockets LEGEND Brings a Barrell-Fire HOT TAKE on this Year's Team

Roy, Calvin and Warnie went live as the round two teams dropped. Catch their instant reaction to all the news ahead of the first game of the round with plenty of tips for your team including the top trades, best captains and more. Join in live every week from 6:15pm AEST at AFL.com.au or the AFL Live app. Ask your questions via social media as the best ones are read out on the show. Head to fantasy.afl.com.au to pick your AFL Fantasy Classic team and you can set up your AFL Fantasy Draft league today at fantasydraft.afl.com.au. Episode guide 0:00 - Popular moves 5:00 - Team announcements 10:00 - Calvin's Captains 15:00 - Roy's top trade targets 20:00 - Your questions - - - - Find more from Roy, Calvin and Warnie. Head to afl.com.au/fantasy for more content from The Traders. Like AFL Fantasy on Facebook. Follow @AFLFantasy on Instagram. Follow @AFLFantasy on X.See omnystudio.com/listener for privacy information.

To schedule a FREE CALL with Rory's Team: https://freebrandcall.com/podcast/ In this episode, Rory Vaden sits down with YouTube strategist and author Sean Cannell to break down how smart business owners approach YouTube in 2026. They unpack why YouTube behaves like a searchable content library, why older videos can keep generating views for months or years, and why long-form attention builds trust in a way most short-form platforms cannot replicate. They also address the frustration many entrepreneurs face after posting for a long time without meaningful growth. Sean explains why progress often comes down to planning and packaging, not effort alone. Topic selection, title clarity, and thumbnail strategy are the leverage points most business owners underinvest in. If you want content that keeps working after you hit publish, this episode gives you a clear framework to build a YouTube engine that supports your brand and revenue.   Guest Links Mentioned: Free YouTube class / Think Media courses Think Media YouTube Sean Cannell YouTube  Think Media Podcast Sean's free YouTube book page:   BRAND BUILDERS GROUP Links: Schedual a FREE CALL

Re-releasing a DAT listener favorite! Chris Sands and Brent Saunier are on the podcast to talk about the hottest topics in the dental accounting world. Founding partners of Pro-Fi 20/20, these dental CPAs chat with Kiera about how to reduce overhead and expand the number of patients coming in, expense metrics from the hundreds of offices Pro-Fi works with, a tax rule you NEED to live by, what to stay away from financially with your business, and a ton more. Pro-Fi 20/20 is an accounting business that the Dental A-Team recommend. This episode is a goldmine of information from two fellows who know what they're talking about — especially with regard to the dental industry. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) today I wanted to bring on two special guests. These are actually CPA in the CPA world. Believe it or not, Dental A Team actually consults this company. So we definitely love them. They went a step above most CPA companies and they really wanted to get to know the ins and outs of the dental world. So I'm super jazzed to bring them on and to just have them dive into some of the hot topics in the accounting world. ⁓ two people that I trust and recommend heavily. ⁓ I   They are one of my top three CPA firms that I refer and recommend constantly. So I'm excited to welcome Chris and Brent from Pro-Fi. How are you gentlemen today?   speaker-1 (01:06) Awesome, Kiera. Thanks so much for having us. We're excited to be with you.   speaker-0 (01:10) Yeah, absolutely. Brent, how are you doing today?   speaker-2 (01:12) I am doing great. I appreciate the invite. I'm looking forward to this 30 minutes with you.   speaker-0 (01:17) Yeah, absolutely. Well, who knows? We'll see how long this ends up going, guys. Brent, can't put a time on us. It could be dangerous zone.   speaker-1 (01:24) You're lucky he said he's doing great because we're in the heat of extended tax season, so he's kind of in the trenches. Lucky he's in a good mood.   speaker-0 (01:32) I know Tiffany has been trying to get back out to you guys to see you and Beth you heard this awesome rock star in the company She keeps saying like tiff. It's like extended tax time or it's this or it's that deadline I'm like, my gosh, you guys just have I think you're secretly adrenaline junkies of CPAs even though you don't come across that way But I think you love it cuz tax season I feel is just like adrenaline rush like trying to get to the deadline. I just can't imagine that stress like   Every quarter every year you just hit it. So props to you guys. That's not my world but super jazz to have you guys on here. ⁓ so Chris let's dive in I know there's some things so we're gonna kind of hit on overhead we're gonna talk about some taxing some Some things to be aware of i'm just so excited because this is a world I don't know and I do purposely bring really really talented and educated cpas and financial advisors onto the podcast because I'm we have a three-fold approach in our company. It's focusing on   Money and finances making sure your business is profitable you as a person and as an individual and then systems and teams top to bottom So I am big I think as a business owner. I wasn't profitable when I first started. I didn't know how to look at my numbers I didn't even know what the heck over influence. I was like googling how to figure it out So i'm just jazzing you guys are here. So Chris kind of take us away I know you had some great topics for today and i'm excited to just   Rift a little bit with you, dive into these things, things that are really tangible for our practices now, especially where you guys work with hundreds of offices across the nation. Lots of good data to be pulling out for our practices listening.   speaker-1 (03:04) Sure, well, ⁓ Kiera, I think that there's a lot of discussion around, does the DSO world seem to do a better job with overhead than the private practice world? I think a lot of private practice doctors are wondering that, they're frustrated or how do I get my overhead down? And a lot of times, I think when you focus on expenses, you tend to attract expenses. And in our world of accounting, I will often tell doctors that, ⁓   Accounting cannot make you money, it cannot generate revenue. The expenses part is the easy part for us that we can work on trying to reduce some things, but you either have a revenue problem or an expense problem. And in most cases it's actually, you creating enough revenue on your fixed expenses? And most of dentistry doesn't understand how simple that is to scale the dental business model when you look at it from a high level.   You scale a business and reduce overhead with doctor production. Okay. And so that means you need enough patients to see the practice that I worked in from my experience was 40 to 60 new patients a month per doctor, per full-time doctor. And it means you need to be reinvesting enough into marketing. And I'll talk about that, that expense or reinvestment of marketing in a minute to get those new patients. And you need to be.   monitoring the phones that get answered properly and there's conversion rate of those inbound calls to appointments scheduled. And then the real job is case acceptance. Okay, and so here I am in an accounting firm coming on your podcast and I bet you didn't think I was gonna like be talking about case acceptance.   speaker-0 (04:46) was like, wonder we didn't talk about all your time. I'm just kidding.   speaker-1 (04:49) So, know, dentistry is really the product that's being delivered. And if you're ethically diagnosing the need and creating the treatment plan, your job is to help the patient understand the urgency and necessity of fixing the problem and paying you to do that work. So your job isn't really the dentistry itself, it's case acceptance.   And your first task is to become great at case acceptance yourself as a practicing clinician. But then the real task as the owner is to be able to teach other doctors to become good at it. So I think, you know, the only the only variable overhead that the dental business model has is paying doctors a percentage of the dental collections that they create. And then you have labs and you have supplies.   associated with the dentistry that's delivered. those expenses are variable. They track with the amount of dentistry that gets done. Everything else is fixed overhead when you really think about it. Marketing is fixed and it only changes based on your choosing. Your team expenses are fixed and they only change when you hire or fire. Your rent and facility costs are fixed. Your equipment costs are fixed and only changed by your choosing. And the various required admin costs, they're all pretty much fixed. They only change by your choosing.   So if you can create more doctor generated collections with the same team and fixed expenses, your profit margin goes up, your percentage overhead, your percentage overhead to collections ratio goes down. Okay. And so I guess we see most private practice or single, should certainly say single location, solo doctor practices. We see them failing at this because they choose not to reinvest enough.   back into the business, into that marketing for new patients. They're not monitoring the phones. They're not training their team. They're not training their doctors on case acceptance. And they're too closely focused on just the clinical delivery of the dentistry. Don't get me wrong, that's required, but that's not what makes you successful or financially successful. So I can give you ⁓ some generic ranges for expenses, but the real thing is that   You know, the real way to scale a business is to generate more revenue on the same overhead. That's kind of the definition.   speaker-0 (07:20) And isn't that basically then probably the DSO model because they have lower fixed costs per se. They've figured out how to have centralized billing, centralized call center, centralized. So many things centralized that they don't need all these different things. So solo practices, if I'm understanding correctly, they've got all the costs associated, but they only have X number of revenue where when you start to add in those multiples of practices,   That's where your fixed costs, it's going, yes, of course your fixed costs will increase a bit, but I mean, I do know our fixed costs did not go up that much more when I added our second practice to it because I already have my base of fixed costs there and then we're just able to add more revenue. Is that kind of what you're saying? Am I understanding?   speaker-1 (08:01) Yeah,   I mean, you know, that, part about centralizing is, know, when you, when you do have multiple locations, I would say three or more, then you can consolidate the amount of team that's working the front desk into one location. Instead of needing three to five team members at the front desk in every office, you may only need three to five team members for all three offices. You're having one of the best things by the way, as kind of an aside, one of the best things that private practices can do as they grow is to get those phones off the front desk. You know, let.   speaker-0 (08:20) Right, right.   I agree.   speaker-1 (08:30) You know, like there needs to be, that needs to be in a totally separate admin space. But, ⁓ you know, I get asked that question a lot. Like my overhead is 65 % and how can I afford to hire another associate doctor and pay them 30 or 35 %? Well, you know, that doctor is going to create new collections. That's the point. It's not to give them your patients. It's to grow the number of patients coming in that, that you as one doctor maybe are stressed.   and you hire the next doctor and you've got to continue to invest in the marketing to keep your job as the owner is keep the chairs full, right? As long as the chairs are full, if that associate doctor is ethically diagnosing like you are, if you guys have a ⁓ clinical standard of care in your practice, if you guys talk about how you treatment plan and your treatment planning the same way, that's all required. But here's the real test. You know, how do they connect with people? How do they, how do they,   establish a relationship, establish trust and get them to move forward with that treatment. So I think dentists hate to use this word in dentistry, but the job is kind of sales. You know, if you believe in your product of dentistry to solve this need and like, again, if you diagnose decay and they don't get rid of it, you failed. I could go on a tangent on that, but the new doctor will bring new collections and you might have to hire at most, you know, an additional   speaker-0 (09:46) Yeah.   speaker-1 (09:55) Assistant or two and that would be a new fixed overhead. You would increase your fixed over it slightly But other than that the doctor covers all their costs with their their percentage pay the labs that are associated with it that the supplies are associated with it and You should net somewhere in the ballpark of 40 to 50 percent on the new collections they create and that that just adds to your profit Because all the other fixed overhead stays the same   speaker-0 (10:19) So I think there's a few things on there of like, I just, think it's a matter of realizing a lot of people bring on associates though, because they're tired, they want more free time. They don't want to be working as much. And I think it's important to clarify that if that's your model, that's totally fine. Everybody knows on the deadline team, I am not somebody who judges. I think everybody has their own personal path.   And so whatever jives with you and resonates with you. So if you're wanting to bring on an associate to have more free time, to not have to produce as much, fantastic, but realize that that overhead might not trickle down because now you're kind of replacing your cost with an associate that you're paying. And some doctors I know don't take as much pay as they would pay an associate per se, which to me, I think is a somewhat failed model. I'm really big on prepping and preparing for that associate, paying yourself as if you were an associate. So you know, these costs before you bring on an associate.   ⁓ but I really think it's important to note that because like you're saying that overhead will go down as long as the doctors are producing. And as long you're able to bring on that other doctor and have them produce, cause they should cover themselves. I definitely agree with that. ⁓ also I'm sure people are saying, yeah, but Chris, like in order to bring on another associate, I'm going to have to build out ops. That's a huge cost and expense. So I am curious, what have you guys found in Brent? You might have some answers to this Chris, you might. ⁓ but if an office is having to say, build out two more ops.   in their practice to be able to bring on an associate, how long does it usually take when you're doing build outs for that cost to be recouped and start being more profitable? Because oftentimes I do think that that gets into the problem with a lot of doctors is they're constantly building more to bring on these other doctors. So they're always adding more and more expenses. Like when do they ever break even? So what have you guys seen with build outs and different things like that of that break even point? How long should they plan for it to not be as profitable?   speaker-1 (12:09) Okay, I'm gonna give you a lot of answers on this. So number one, we use a metric called revenue per chair. So, you know, every, you   speaker-0 (12:17) What   do recommend? What do you guys recommend per chair?   speaker-1 (12:19) So yeah, everyone has a space and you have only a fixed number of spaces or operatories you can have in it. And there's only a fixed amount of time and days and hours and a number of doctors that you have. And revenue per chair capacity, we see a range between 25,000 to 40,000 per chair per month. And it does not matter when you do this. This is just, take collections and divide it by the number of chairs you have. ⁓   This does not matter how many chairs are for hygiene or how many chairs are for dentistry. That's your choice. Actually, you know, there are models where every chair can do everything and the patient never, but the 25 to 40,000 at 35,000 of revenue per chair, you're running fairly efficiently and you're going to need to be planning to expand. You're going to start to run out of space. So that's our metric first and foremost. And so if somebody tells us, well,   speaker-0 (12:53) Sure.   speaker-1 (13:09) I've got four chairs right now, but I have space for seven. I haven't built out the other three. I tell them, you don't need to build out the other three until you're approaching that $35,000 a month of revenue per chair. Question you asked, how much does it cost and when do you recoup that? So in my experience, typically it's around $25,000 per ⁓ operatory to equip it, assuming it's already plumbed. ⁓   after you just take that number and say, so let's say you were equipping a few operatories, so $50,000, you ⁓ essentially, your cost of the doctor plus the lab and supplies should max out at 50%. Okay, now they have to be producing. So until you get them, they've produced over $100,000. All right, let me do it per chair.   They need to do over $50,000 per chair for you to get your costs back. After that, you're in the money.   speaker-0 (14:09) which I think is also smart because I don't know. think dentists kind of err on two different sides. Sometimes they're too slow to actually build out. They are so cost conscious and so concerned about that build up, about the cost of the chair, about all the other things that they're missing, that that one chair is going to generate several thousands of dollars of revenue. I've had a few doctors where I'll say, sure, no problem. We'll do a deal. I will happily pay for that one chair and you pay me all.   the revenue that comes through from that chair for the next three months. That's all I ask is three months. and I know I'm going to come out way ahead of you because it will generate and it will produce, especially in high producing practices. So I think so often people are just so scared to do those build-outs because they see the cost or they do the flip side where they believe like, if we build it, they will come and they're overly aggressive and they don't have necessarily the patient base or the doctors in play to be able to accommodate that. So   I love, I need to agree. It's either cut costs or increase your revenue. Like that's really overhead.   speaker-1 (15:12) One more way to think about it is, you know, if they have patients that are having to wait so many weeks or months to schedule out to come in. if you can calculate your collections divided by the number of patients seen for any given time, for year to date or for a full year, you can get your average revenue per patient. Okay. And if you know your average revenue per patient, you know how many either new patients or how many more patients you need to fill that chair to cover the cost.   Okay. So if your average revenue per patient was, you know, $1,500 per patient, um, and the cost of that chair is 25,000, just take 25,000 divided by 1500. And that'll tell you how many patients have to be seen in that chair before you pay for that chair. Sure. You're to be in the money, you know, it's in terms of the construction. That's another basically upfront, one time fixed costs that you're going to cover. And then all the future revenue that it's going to generate. So.   Maybe if you like, think before we end this topic on overhead, I'll give you kind some of our expense metric. ⁓   speaker-0 (16:18) Sure, yeah, absolutely.   Well, hang on, before you go into expense metrics, I want to bring up one piece that I think often gets missed, because you're saying like we're in the money. But I also want to bring up something that I really love to point out, and that is return on emotion. Some people don't want to bring on an associate. Yes, like as a business model, you can be more financially successful with an associate. Yes, you can, having more chairs, more build out, more practices. ⁓ But I also want to point out there is a return on emotion. There are sometimes   Bigger headaches, they're also sometimes less headaches with bigger organizations. I personally love to consult larger practices. The pettiness, the cattiness, the smaller drama is way less in larger practices or multiple locations. So like that drastically drops down. They figured it out. They're dialed into systems. But at the same time, I think it's important for people to assess that return on emotion. You might have a dreamy life. You might be doing exactly what you want and sure you could produce more.   But if you're off work at say two or three o'clock every day and you work two or three days a week and you're shelling and seven fifty to a million in profit, not a bad lifestyle. So I think it's also important to assess like what you ultimately want and what your return on emotion is before just saying like, I'm going to build because this is the way to do it. I think if you're looking at your practices as a business model, which I personally think a lot of us should look at it that way, ⁓ just to see what you what you ultimately want, what's your end game. And that's also where I love financial advisors of   Like what is your total term? Like where do you want to get? Does it make sense to grow? Does it make sense to stay where I'm at? ⁓ I think oftentimes we, we forget that return on emotion and how that is. We always think of like return on investment, but what does that return on emotion too? So just want to put a plug of like, I think everyone's on their own path, their own journey. Definitely agree. There are lots of ways that you can be insanely profitable and having multiple practices is a great, great, great business play. And you're able to help more practices. I'm all in favor.   You're gonna have multiple locations. Make sure you're doing awesome dentistry because sure, it can be very lucrative. Just be ethical because I think that plays out long-term. So Chris, with that, what are some of the metrics you guys look at? Because I agree, I love to hear people's metrics. I think we're pretty closely aligned with you guys on metrics, which is another reason I really love working with you guys and your clients.   speaker-1 (18:32) So I think if you ⁓ were to survey the Academy of dental CPAs and all of their, what you see them put out statistically, they're gonna tell you the metric of one to 2 % for marketing. When you go and you immerse yourself in the DSO world and their conferences and get to know what they're doing, you're gonna see more of an average of six to 8 % reinvestment into marketing. DSOs have a harder time with retention. They have more patients going out the back door. Private practices.   degraded retention, but they don't often invite enough people to the party. So we don't go by the one to 2 % number. think that's an area where people try to, they're trying to keep costs down. You know, your business is the greatest asset that you own that provides the greatest return and you have the most control over. So you should be reinvesting in it more than you reinvest in the stock market or anything else. So our metric for marketing is three to 8%. Private practices, like to see at least three to five.   I mean, excuse me, in GP practices, in specialty practices, especially like orthodontics, needs to be on the higher end. Team expenses between 20 to 30%. We certainly try to keep that under 30%. Team expense does not include doctors. Okay. So that's all of your, all of your, uh, your, your entire team, including a hygienist as well, but not doctors, uh, dental supplies somewhere five to nine, five to 10 % labs.   speaker-0 (19:36) Yes, absolutely.   speaker-1 (19:58) four to 7%. So again, those dental supplies and labs really should not be greater than roughly 15 % total. Rent and facilities, five to 9%. What does that mean? So if you have a high percentage in your rent and facility costs, if your rent facility is let's say nine, 10, 11%, that means you're probably not maximizing the space and getting the collections that is possible there. Again, using that revenue per chair metric.   When you're on the lower end, if you have 4 to 5 % rent of facility, means you're running very efficiently. You're probably going to be running out of space and need to expand or potentially relocate or get another location. And then there's general administrative costs somewhere in the range of 4 to 10%, depending on the practice type and what additional folks they have.   speaker-0 (20:48) Cool.   speaker-1 (20:50) That's it on everything.   speaker-0 (20:51) No, I love it so much because I think so often people don't look at their P &Ls and they don't even know what they should be targeting for. It's just like, well, do I have money left over or do I not? And then I don't know. like all of that combined should equal about 50 % there. Is that correct? Those are 50 % and then doctor pays 30 % to give a 20 % profit margin. And then you subtract debt services from that. that kind of your guys' model? That's what I've heard. It's what I typically recommend.   speaker-1 (21:18) Roughly. mean, yeah. You know, I, the most ideal is that I think when the average doctor starts to work with us, their profit margin is in the twenties, the 20 % range. our goal is to get them into the forties. Okay. And everyone does chase this like 50 % number, but I will tell you that eventually if you have to scale again, if you have to reinvest, that's the part like you're, drive yourself nuts. Would you rather have, you know, 50 % of 1 million or do you rather have 40 % of 3 million? Right.   You know, and that's that. So it's not always just about that overhead percentage. Uh, it is about if you choose to scale and you're, you're buying, you're reinvesting some of your, your overhead percentage, you're reinvesting some of your money to buy back your time. Like you said earlier, okay. Um, whether that's on multiple doctors or not, you know, being a slave to the chair is difficult and high risk to you as a business owner. It's one of the riskiest business models there is.   speaker-0 (22:12) Right.   I think that that's such a good point.   But guys, you don't know, can, Pro-Fi is fantastic. You can reach out to them, have them help you with your PNLs. Also your current CPAs, you can get a chart of accounts and give them these percentages and say, this is where I want it to be. Help me get there, give me some information because a lot of CPAs are not dental specific and they might not know these industry standards. And I agree with you. I also think it's important to think of growth years and also profit years. Some years you are definitely massively.   reinvesting into the practice and you might not be sitting at as high of an overhead, but you're doing it with the intent. Like when I bring on new team members, when you bring on new doctors, your overhead is going to go down. It should go down because you are investing and you're growing, but you need those people. This year on Dental A Team is a growth year. I am heavily bringing on new team members. My overhead is not as great as it has been in the past years. But if I, like you said, chase that X number of overhead and never invest in that growth,   I can't get to the next level of where I wanna go. So I thought that was really, really helpful. Thank you for that, Chris. And I know now we wanna spin over to Brent. Brent's been hanging out silently over there of some tax things. And I do love that you guys ying and yang on practice metrics because that's what we're all about. And then the tax world that I'm like, here's the thing. Here's my take on taxes. I am so grateful to live in a country where I get to pay taxes to have my own business. Like I truly think that is a massive blessing of the country we live in.   With that said, I also think it's my responsibility as a business owner to be as savvy as I can on taxes and not overpay on taxes because I'm just dumb and I'm not actually looking at strategy using smart people beyond myself to do it. So Brent, I'm so jazzed. Talk to us kind of about some tax things that you've been thinking of that your clients are dealing with.   speaker-2 (24:00) Yeah, absolutely. So I remember a few early evening calls with you and you're calling and saying help.   speaker-0 (24:06) It was in December last year, like literally right before the end of the year. And I was like, Brent, I owe so much dang money in taxes. Any ideas? It's fine, guys. It's fine.   speaker-2 (24:19) One of the foundations of Pro-Fi that we built it on is education. So we are very big believers in educating our clients to understand, first and foremost, how do you even generate taxes? So the number of conversations we have with dentists that just don't have a basic understanding is really astounding to me. So we first take an approach of, you have to understand how do you generate income tax? You generate income tax by the salary or W-2 you take.   and profit. The key thing here is it does not matter if you take a dollar of that profit out of the business, you still owe tax on the profit. So here, when you're looking at your P &L, let's say a doctor has a half a million dollars of profit and they choose not to take it home and leave it in the business, they will still pay tax on half a million dollars. I had a call today, the exact conversation is like, why didn't take any of the money home?   speaker-0 (25:18) It doesn't matter. were profitable brother, sister, like rock on. Happy day for you.   speaker-2 (25:23) You know, as Chris was alluding to, if you choose to reinvest in the practice, do marketing or other items like that that are deductible, that will obviously reduce your burden. The second thing, the second biggest mistake is don't underestimate your effective tax rate. So Chris and I have, we call it, I guess the golden rule or the 40 % tax rule. And that is geared towards over-preparing a business owner when it comes time to send in those quarterly estimates.   And I'll come back to that one in a minute, but the 40 % tax rule, if you have a pen, I would write that down because that is a rule to live by. And also ask your CPA advisor, whoever they are, whether it's us or your other another CPA, ask them before you make the decisions. So I got a call yesterday from a doctor in South Carolina. He's like, hey, I want to buy a machine that's going to cost me $85,000. My equipment rep said I'd get a 40 % tax deduction.   Just about that much.   speaker-0 (26:23) That was a clever salesperson.   speaker-2 (26:26) Yeah, they all do it. We love equipping reps. No badging equipment reps. But understanding, depending upon your entity type, whether or not you will be able to deduct that in the current year is a huge thing that you have to understand. Chris and I have seen so many doctors over the years that have come to us after the fact. And I think we've done a great job of educating, hey, I bought this equipment, it's $100,000.   When we do the tax return, it's like, you're not involved deducted. They're like, why not? The equipment reps that I could. So just make call your advisor before you do it. That's the best thing you can do for yourself.   speaker-0 (27:02) Well, and I, to that point, I just say like, you should have experts on your board as a business owner, people that you genuinely trust for taxes. And like you said, ask them, ask your rep about the best products and what they're seeing of results within the patient's mouth. Cause that's where they're experts. But I'm just going to put a massive plug, like, gosh, the number of dollars I have spent personally, because I didn't ask,   If we can save anybody even a couple of grand, like you're welcome. You're welcome. Just ask, ask before you do it.   speaker-2 (27:36) Right, absolutely. Then I kind of look at what are some things that you can do to make sure you're not blindsided by that tax surprise? ⁓ One thing we do is we always recommend in your business, you have to run multiple bank accounts. And one of those bank accounts is a tax savings account. Your business should fund and pay for your personal tax bill. So think about like ⁓ grandmother's cash envelope system.   create different buckets in the business, move the money out of your OpEx account because, know, like for me, if I have 20 bucks, $20 in cash in my pocket, I'm going to spend it. But if I put it away in the bucket where it's intended, it'll be there when I need it.   speaker-1 (28:18) My bucket, right?   speaker-0 (28:19) Yes, you can just send them my way this year Chris. It's fine Brent. It's fine I'll take him but Brent I want to speak so highly to that because ⁓ It really does help. I will also put a plug of like have really good financial planners and tax planners with you because I am actually really really good at saving money for taxes What I really get frustrated with is when it comes to December and I have been saving and I have been putting that away ⁓   And then they're like, Kiera, you owe an extra X amount. And I'm like, what the heck? I've even saved this. So that's where I also think it's really pro to have really good CPAs that are that actually no tax. So I am curious. You guys tell me the truth, because I don't know how this works. I'm not a CPA, but I swear every year I get a call December 1st and it's like almost a double what I've already saved for the whole year. And I'm a saver. Like I don't spend a dime in my business.   speaker-1 (29:14) call you get all year long, Kiera.   speaker-0 (29:16) It's not well, I have a monthly call with them and we even plan for taxes, but this year my quarterly taxes It's okay guys. I'm interviewing new cpas. It's okay. my cpn doesn't listen to the podcast I don't think if so, it's great. We've had a good run for several years But like that's where I get a surprise. Is it common? Should you be getting a surprise call on december 1st? If you've got good tax people, and you've been planning and preparing and putting money aside all year long is that   speaker-1 (29:41) As you answer this question for her and I would go over safe harbor estimates, but Kiera to set you up for what Brent's going to say. What happens is somebody tells you a number and you kind of start to operate like a zombie and you're like, okay, I put that number away, put it away and you did it. And you're like, okay, I put the number where you told me, but at the same time you're trying to grow your business.   speaker-0 (30:06) To that point though Chris I'm gonna like back on this because I think I'm actually a really smart business owner But every freaking year this happens. I'm trying to fix this and hopefully someone   speaker-1 (30:15) I think it has to do with your growth.   speaker-0 (30:18) I   overestimated what my growth would be this year. So I said I was going to be double what I was last year and we're coming in at about a 70 % growth of what I was last year. So I gave my CPA a 30 % extra window to project on me and we're still coming up a hundred, I'll say a different number, but I'm coming up more than I had saved.   almost three times as much as they had saved for me. cause I get burned every single year. So I'm like a squirrel with nuts and I put away for tax savings in my company because I never know what I'm going to owe. And it scares me. So with that said, I agree with growth. If you can, if you can project where you're going to go and you're having consistent quarterly meetings with your CPA, is it common to still have a massive like uptick in December? I would ask.   speaker-1 (31:04) No, it's not.   So look, to keep it simple, like, you know, I'm kind of talking on the managerial accounting side of things and Brent's talking on the tax side of things. If you're meeting with that accountant and you look at that bottom line profit, okay, you owe 40 % of that profit, whether you took it home or not. And then if you made any estimated tax payments, you can subtract those tax payments from that 40%. Okay. ⁓ And then you can apply some deductions and maybe bring the number down.   speaker-0 (31:24) Agreed.   I'm asking for a friend hashtag myself right now I mean I get better every year around taxes because I hate the surprise and I think most people do but I also wanted to point out I'm like I think I'm pretty savvy with business I talked to a ton of CPAs like this isn't like my first day running a business So and I'm happy to hear and with that 40 % So here's another thing that I've also which maybe I'm just dumb Maybe I'm just coming around the block to this so you guys can tell me ⁓ but it's 40 % of the profit correct like   And that profit also includes my W-2 as a business owner. So I've got to like...   speaker-1 (32:10) That profit is after your W-2. Hopefully your W-2, you have normal withholdings. Sure. you're like zero or one, you can kind of pretty much say, hopefully the federal and state taxes are all withheld from that for you. Right. have to worry about it. Okay. It's the profit that's left over after your W-2 and all the other expenses of the business you have 40 % on. So Brent, tell her about what happens at the beginning of the year.   When we talk, they those first estimates. think everybody starts to like, they get glued to the estimates and they never update them.   speaker-2 (32:41) Yeah, so a couple things. So, Kiera,   speaker-0 (32:45) Call   you in December, Brent. We're going to have this conversation in year two.   speaker-2 (32:49) Maybe we should start in January for next.   speaker-0 (32:51) I like that strategy is much better. I'm like I've even I started my tax meetings in July this year guys Like this is how much I'm paranoid and I'm like they're just shelling a ton on me again And I'm like how does it happen every year? I don't I don't understand so   speaker-2 (33:05) Here's a trend I noticed over the last four years. you know, there was in 2017, there was the Tax Cuts and Jobs Act, which changed the tax code. also changed. There's also been changes to the payroll tax tables. So I would take UW2, look at your federal tax withheld and divide that by your taxable wages in box one. More than likely, it's going to be in the 10 to 12 % range.   If you were in the 40 % tax bracket, you're already 30 % short on your taxes. Let's say you pay yourself $100,000. If you're 30 % short, that's a five digit dollar. So that's where I'd first start. And that is very, very, very common. You will not see any withholding in a W-2 being over 25 % unless you manually requested that from the payroll company.   speaker-0 (33:39) Right.   speaker-2 (34:01) bonuses or automatically taxed at 25%, but your regular payroll is probably in the 10 to 12 % range. So that's one reason it's happened. What Crystal's talking about, so let's say that we prepare your return in April. So let's say your 2020 return and every accountant will do what's called a safe harbor tax estimate, which basically says your estimates will be 110 % of your prior year tax.   speaker-1 (34:30) The IRS wants you to put 10 % more than last year away, like pay them in advance. They like you to do it quarterly because collecting money once a year is a bad business model.   speaker-0 (34:40) And it's a bad business model.   speaker-2 (34:42) So like Chris said, when a client gets those estimates, and let's say they're $25,000 a quarter, they are fixed on $25,000 a quarter. So what we do is with all of our clients in June and early July, we actually run tax projections or mock tax returns the upcoming year. We pull their year to date profit, we get all their deductions and we project out if that original safe harbor estimate has changed.   Then we do it again in November and early December to make sure that you're still on track and also looking for additional ⁓ tax strategies. But to answer your question from earlier, should you be surprised with a big number? No, not if you're doing proper planning.   speaker-0 (35:30) with like a little variance, but I just want to point that out because I think so many business owners get scared of taxes and this year, don't worry guys, it's on my vision board by the age of 36. I will be a tax expert. I look at it every single night. I have no desire to be a CPA, but I really think it's important as business owners to educate yourself on taxes and like you said to plan and to save for it because otherwise it's just this always surprise bill that creates stress. For me as a business owner, I know often I just feel like   I don't dare spend money because I'm gonna get hit with this big unknown. And so I'm like this girl, I literally have four tax savings accounts in my business right now. And they're in like four different business accounts, so my CPA can't see them all. Because I'm like, you come to me every year with this huge surprise and every year it's like double what I thought you were gonna say. And like I'm grateful to be very successful in what we do. However, I don't think business owners should be surprised, especially if you have a good CPA. So I just wanted to like find out like, that normal?   I feel like I'm on the anomaly, but good to know on that.   speaker-1 (36:33) Tax surprises cause cash flow problems.   speaker-2 (36:39) So Kiera, let me quantify that one of   speaker-0 (36:41) Guys,   don't worry. Everyone on the podcast, this is a Cura therapy session. You're welcome to be attending this. So we're glad.   speaker-2 (36:48) So can there be a tax surprise? Yes. The reason the tax price might happen is if you told your CPA, hey, I'm going to be doing these improvements and they're going to be done by December 31st. If in December you tell them, well, it didn't work out and I'm not going to have all these expenses. And yes, you're going to, you're going to get a surprise because you didn't, your plan didn't follow through. The other thing is talking about the separate tax account in the business. It's,   speaker-0 (37:12) That's fair.   speaker-2 (37:18) Absolutely recommended, but the most important part is you cannot spend it on anything but your tax bill. You cannot not rob Peter to pay Paul. That is probably the biggest mistake you could make is saying, well, I'll take it now. I have eight months to put it back in.   speaker-0 (37:34) That's like that makes my heart stop. I feel so stressed for people and also for anyone who wants to know like you I wish you could see the zoom right now with me Brent and Chris You know these guys love what we're talking about because Brent is literally getting like so excited and so animated talking about this So that's just when you know people are good at what they do I get so geek I'll geek out on dentistry and systems and like how we can help you and they're jazzing about some some tax benefits here So I agree. I think that if you aren't doing that, I also like the thought of 40 %   Do you guys recommend, because I know another piece to it, which I realized this year was like charitable contributions. I'm LDS. And so having charitable contributions, 10 % is something that I was like, that was funny. We didn't prepare for that. So that's like another check that I wasn't planning. And then also like SEP and 401ks. Do you guys have anything that you recommend for that of having a tax savings fund, but also building up those other funds and those payments that you'll be making to reduce your tax bill? Yes.   but those are also pretty big expenses, depending upon how your business does every year. How do you guys manage or navigate that? Or should I just be saving more? Because again, I'm like building these funds up to this, I've got four accounts, because I stress out about it.   speaker-2 (38:44) So Chris, I'm gonna let you take that one on the cashflow. It's really cashflow planning.   speaker-1 (38:48) Yeah, a lot of questions in there.   speaker-0 (38:50) Cool, like I said, this is why I podcast guys, because I can ask my own personal questions.   speaker-1 (38:57) In terms of okay, should you be doing okay. what do you want me to start a chair charitable chair?   speaker-0 (39:03) Just   like I think that a lot of people might get quote-unquote surprised at the end of the year because not only do we have a tax bill to pay, we have charitable contributions that we're paying. We also have 7401Ks. Like there are quite a few other funds that need to be paid out again to reduce our tax bills to help us. But those are also cashflow that you need to have on hand as a business owner to be able to front that money. So I've been also thinking that could be why other people feel like it's a surprise at the end of the year, just all lumped into taxes when it is just other pieces to help reduce that tax bill for you.   speaker-1 (39:33) if   something is important to you, then it needs a separate bank account. if charitable giving is important to you, I think you should have a separate bank account so you can visually see that you've got it ready to pay. And in order to make it tax deductible, it does need to be a 501C3. can't just be any random, say, it's... Right? So ⁓ when it comes to all of the retirement accounts, mean, ⁓ 401Ks and IRAs and simple IRAs and all of that,   speaker-0 (39:51) about last year.   speaker-1 (40:02) Roth, that's like the smallest fraction. That's like the, you know, the entry level league of the tax code in terms of savings. And it's, it's really kind of the stuff that the masses can do. I certainly think it's important to save and save for retirement. think when you're a business owner and let me say this, mean, upfront, I'm a contrarian. I think when you're a business owner, you have to be a contrarian and know that not everything applies to you the same way as everyone else. Sure. I, my bias is I have a much.   stronger tendency to say, you know, spend the money in your business or put the, I should say, invest, reinvest the money in your business for growth, because it's going, there's an asset value to that, to that business. need to learn what that is and what you one day can exit it for. And it creates, gives you the most, you know, income. ⁓ If you put money into a 401k or you put money into marketing in your business, you get the same tax deduction. So that's a question. If you're looking for like year end stuff, you know,   You could put the money into the, into the retirement plan, or you could prepay some expenses for next year. ⁓ You lot of people, think don't trust their business, which is weird because it's the thing you have the most control over, but they don't trust their own business. Typically it's cause they're not really great at managing their own cashflow and having discipline. And so they're, they're hesitant to invest the money in the business. And they'd rather go roll the dice and put it in the stock market. And at the time of this podcast recording, let me tell you.   We are in a recession. It has already begun. Everything is very high. Stock market's high. Real estate is high. Your business is one of the safest places to put your money right now. It provides you an inflation hedge, okay? And it creates revenue. ⁓ And it's tax deductions. I'm a big believer in putting the money into your business or getting another business. I think Brent can talk about, know, people ask us like, what are some of the largest   speaker-0 (41:47) Right.   speaker-1 (41:56) deductions you can play in. Like what, are the bigger things you can do outside of a 401k? Tax deductions. Generally speaking, the tax code rewards you for doing things that improve our economy. And that's primarily investing in businesses, you know, adding another location, employing people and commercial real estate, commercial real estate is a big one. Again, commercial real estate's really high right now. It may not be the perfect time to be buying or building. Cause all of the costs are really high.   save that cash, even if you have to pay some taxes, save the cash for liquidity for the tough times. when this recession happens, most practice owners are going to stop investing in their business, they're to stop marketing. And you got to do the opposite. That is the time where you can do all of that at its lowest cost. that's when millionaires are really made is during recession. So I'm going on a tangent now. You got me passionate   speaker-0 (42:50) No,   I like it. I like hearing it because I like thinking of other things. think so often you said it really well of business owners want to contract. They want to not reinvest in themselves. It's like, well, like let's put it in the stock market because that's what I heard that we should do. But I really do love that mindset. And that's why I love podcasting. That's why I love talking to different people. This is why I bring you guys on here because I purposely, intentionally bring different ways of thinking out there. You've got to make your own decisions.   But I'm a big like when people are zigging, I want to zag. So right now real estate's hot. Commercial's hot. The stock market's hot. Like I literally am sitting here just thinking like, here, just sit on some cash. Like, like you said, I might have to pay more taxes on it, but sit on that cash because you know, it's going to drop. And during that time, that's when you do the exact opposite of what everyone else is doing. So I really love that advice. And I think it's wise and it's prudent. I also love what you said, Brent, of having the 40%.   A lot of people say do 30%, but agreed a lot of dentists do tip into that 40 % tax bracket. And I would much rather over prepare than under prepare. Chris, to your point, I really love also having the buckets for like we said, charitable contributions, if you're going to do ⁓ 401ks, but I really, agree with you too. I think reinvest in your business. Look to see, I do end of year spending. I look to see what I could reinvest in, what things are gonna propel us the most. I look at marketing, I look at website rebuilds, I look at.   Different softwares that are going to propel us forward different ways to make our our practice more efficient What things are really going to invest in our company and our team? To make it and then I just do fun things like, know trips places I definitely don't get much ROI on that except for emotional ROI, but I know I know this is a longer podcast guys I really hope and I also hope team members listening realize that this is not just for business owners. I think that this is also   Individual tax prepping make sure you are preparing look for ways that you can reinvest in yourself What things could you prepare for what things can you build out? Do you have separate savings accounts for different things that you're going to maybe you don't have to save for taxes But guess what maybe one day you will be a business owner So teach yourself the discipline to save now to look for reinvestment. I also think is super valuable. So I want   speaker-1 (45:05) team members, for those team members, what side hustle can you create? What side of business can you create? know, and what, what commercial or what even residential property, rental property could you create to give yourself rental income? And there are deductions that come along with that. But if all you do is just do your day to day job, whether you own a business or don't own a business, you're not going to save anything in taxes, nothing significant. got it. You got to create some value in the world out there.   speaker-0 (45:29) Agreed. say deliver the biggest and best value. So you guys teased me. So I want to wrap up our podcast with some things to not be doing. You guys have kind of like a hit list right now of some things, some tips that a lot of us might be doing that are cracking down. I know I have been privy to some of these things as well. So take us away. We'll wrap this up with just some, some of that hit list of what not to do. ⁓ and   you know, as we get in there, thank you guys for sharing all that you have. Thank you for doing a personal session with me already. So I'm excited for the hit list now.   speaker-2 (46:01) So I would say the biggest one that I've seen is the fascination that doctors have with crypto.   speaker-1 (46:01) Go ahead, Brent.   speaker-0 (46:12) Brent, it's because we're bored. We don't know what else to do with ourselves, so we're like, why not throw a little into crypto?   speaker-2 (46:17) Here's the problem. So I have about a half a dozen doctors over last six months. They called me and said, Hey, I put $200,000 into the crypto market, Bitcoin. And I'm like, really? Where did you, where did you write the check from for that investment from the practice? Here's the problem. If that practice is an S corporation and they invest that money in crypto and they hit it big, they could potentially blow up their IRS S corp election.   and the IRS will take it away from you. So if you're gonna do investments, do not write the check from your practice. You can take the money home as a distribution, then put it into crypto, but do not do it through your business.   speaker-0 (47:01) This is a moment where I just had like a, I'm like, good. I'm glad I did that at least right. even knowing. Why is that?   speaker-1 (47:03) Sorry.   So that one, I mean, that one can cause some serious damage. ⁓ But the other ones that I think nobody wants to hear when they're listening to this, and I get in all these battles on social media, Facebook groups and all that. But the two things that come up over and over and over again that everybody's kind of cheating on and they're going to get busted on is number one, paying employees and especially dentists and hygienists, paying them as 1099 contractors.   This is going to get you in trouble not only with the IRS, but with the Department of Labor. And there are some significant penalties. There is a black and white 20 question checklist that the IRS provides. You can Google that. You can find it directly on the IRS website. And it goes through a checklist of yes or no questions to determine if you qualify to be a 1099 independent contractor or if you fit the requirements of a W-2. And to simplify it,   The main thing is the element of control who controls the schedule, who tells you which patients you're seeing and when who's providing all the materials and the tools and equipment. And 99 % of the time, anyone in dentistry falls under the category of an employee. Pretty much have to be a specialist that owns their own separate practice already coming in part time in order for you to 10 99 them. And if you're 10 99ing them, you're 10 and you have to do it to their business. The other thing that doesn't work is when, you know, they're like,   Oh, I'm an individual doctor. I'll just set up an S corp and you can 1099 my escort. The IRS is not stupid. Again, they're they're looking at what are your what is your role within that that place that you're receiving the income from the revenue from. So anyway, everybody hates that. But I'm telling you, I   speaker-0 (48:58) I   don't think it's a, it's not a good place to play with fire. Um, I have a really, really, really awesome unemployment lawyer, um, and employment lawyer. He represents Uber Lyft Red Bull. He's in, um, San Francisco. If you guys need him, he's amazing. Reach out to us. Hello@TheDentalATeam.com. Um, but he told me he said, Kiera Uber and Lyft, which I personally think I'm no lawyer guys. I'm not there. Uber and Lyft to me are the epitome of 10 99 contractors.   but they are, ⁓ they're coming down, they're cracking down on it. And ⁓ I have heard that it is no longer just a small offense. It's a pretty big offense if you misclassify. To me, really, I'm a risky person, but I believe in being smart and also paying people the way they should be paid. As much as it's not fun, we transitioned our whole company and I just think play that one safe because labor laws are not something to ever mess with, in my opinion.   speaker-1 (49:51) Yep. And you know, the government has shelled out a lot of money through this pandemic and they've got to collect it and get it back. And they're going to get that back from small business owners. And, ⁓ you know, our, our dependent care systems of Medicare and social security are very fragile right now. And that's the one thing they do not want you to screw with. And so they collect that money through W2 payroll. They're going to, they're going to force more and more than everybody's W2, especially in the occupation of dentistry. Second thing is the cars. Okay. Everybody wants to run their cars through the business.   You might be allowed to run a car through your business. It depends on what type of business you're in. If you're in real estate and you're showing houses and you're driving your clients around, you can probably write your car off through your business. But in dentistry, you're going to sit across the table from an auditor and they're going to say, what does a car have to do with the business of dentistry? The IRS tax code says that your business expenses must be ordinary and necessary to the business for them to be deductible.   What does the car have to do with the business of dentistry? How is a vehicle ⁓ justified as 100 % business use as a necessary use in order to do dentistry?   speaker-0 (51:00) What if it's a wrapped vehicle that's marketing?   speaker-1 (51:03) That's different. there are very specific guidelines in the IRS tax code about what is marketing for a vehicle. must be fully wrapped. It can't just be magnets. It can't just be stickers. But it has to be significant that's used for marketing. What we find is not a lot of doctors want to wrap their test up.   speaker-0 (51:23) Because they're ticked off with the patient that Ruekinaal didn't go super well and they're cutting people off on their drive home and you don't really want your flashy business to be that car.   speaker-1 (51:31) Right. I mean, and to make it legitimate, mean, the car has to be legally registered in the business name. It has to be covered under business insurance, not your personal insurance. The loan has to be under the business name, not your personal name. And there's a, you know, most people are not doing that. They're doing, they're buying it personally. They're just making the payment out of their, out of their business. And they think that they can deduct the whole thing. And this is not true. There's even greater scrutiny if the business tries to buy, if the dental business tries to buy a vehicle.   and depreciate it, take it as 100 % use. So I know people hate to hear that, but I would just caution everyone listening, stay away from 1099 and cars in your business. But everyone's.   speaker-2 (52:12) doing   it!   speaker-0 (52:13) I heard a really great quote one day and they said Kiera everything's deductible until you get audited and I was like That's really good advice. I appreciate that. So guys, ⁓ Chris and Brent. Thank you guys for coming on the podcast Thank you for being people that I can call Brent. Thank you for being my December, you know midnight hour friend I loved last year. You said care. There's really not much we can do. Maybe we should have done this in January. So ⁓   But truly, I just appreciate you guys helping so many doctors. know you help a lot of our clients. Shout out to those clients that we mutually work together. I love working with CPA companies. I think we're a good peanut butter and jelly together. We help grow the practice, make them more profitable. You guys make sure that their books are in line. Give us the guiding stars of what levers to turn to help the practices. You take care of the taxes. So it's a really good yin and yang and   I hope all of you listening today found a lot of value. Team members, look at this for yourselves. Get the side hustle. I hope this spurred some, some topics, some conversation. Team members, can also help your practices reduce that tax bill. look for ways that you can spend end of year, just different things. So I definitely think team members have a lot of play in this as well. So Chris and Brent, thank you guys so much. It's super fun. If people want to connect with you, ⁓ maybe they're done with their CPA. Maybe they just want to find out if.   There might be another option out there. How can they connect with you? I know you guys specialize in DSOs, larger group practices, but also the solo practices as well. How can people connect if they're interested?   speaker-1 (53:40) Sure, so check us out online at our website, Profi2020.com. That's P-R-O-F-I-2-0-2-0.com. ⁓   speaker-0 (53:47) You did   that because 2020 was such a great year that you guys want to remember. ⁓   speaker-1 (53:53) That marketing plan went out the window. It was 20-20 clarity to give you clarity on your finance.   speaker-0 (53:54) No.   I   just thought I'd throw it out there. So no one will forget Pro-Fi 2020. 2020 was most memorable year guys. Don't forget it. They don't want to forget it ever.   speaker-1 (54:07) We have tons of free videos, a lot of great content on there. Check us out on our YouTube channel, all social media, know, at Profi2020. We're very easy to find. ⁓ But we're managerial accountants. It's way different than financial accountants out there. Make sure you look up that difference and know what you're asking for. ⁓ And we always do free consultations for anyone who would like it.   speaker-0 (54:29) Awesome. Well, Chris and Brent, thank you again so much, guys. Go check them out, Profi2020. Chris and Brent, they are the owners of the organization. So super grateful for you guys coming on here.   Kiera Dent (54:38) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene   onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.

BONUS: How to Build Teams That Think, Own, and Execute Without Burnout What if the problem isn't your people—but how your leadership shows up? In this episode, Sid Jashnani unpacks how Agile thinking, EOS (the Entrepreneurial Operating System), and his DELTA Delegation Ladder can help leaders build teams that truly own outcomes, execute without micromanagement, and grow the business—without burning out leaders or teams. The Breaking Point: When Smart People Don't Own Outcomes "I realized that I was the system, I was the bottleneck. And I was the one orchestrating everything. And if I were to step away for just going for dinner with my family, I would still get a call from someone."   Around 2014, Sid was running a thriving systems integration company with great people—people he trusted and loved working with. But they weren't owning outcomes. They were busy, but not always productive. Every decision fell back on Sid, and when the calls kept coming during family dinners, he started responding with irritation and sarcasm—a leadership pattern he knew was unsustainable. That moment of self-awareness became the catalyst for change. Sid realized the problem wasn't his team's competence; it was his inability to get them aligned, accountable, and clear on expectations.  That's when he discovered EOS—a business operating system created by Gino Wickman that orchestrates how you set priorities, run meetings, connect with your team, and track your numbers. Over the next few years, implementing EOS across his organization brought the clarity, accountability, and discipline his business needed. Where Agile and EOS Overlap: Trust Through Structure "The real overlap is trust through structure. If there's no structure, then I'm not accountable to you. I can do whatever."   Sid sees deep parallels between Agile and EOS. Both are allergic to hero culture. Both push decisions as close to the work as possible. Both rely on cadence—sprints, weekly meetings, daily stand-ups—to create rhythm without micromanagement. And both use visibility, numbers, and scorecards to keep teams aligned. But the real overlap, as Sid frames it, is trust through structure. In EOS, teams are structured through an accountability chart: who owns what outcome, who reports to whom, and how success is defined for each role. Without that structure, accountability becomes optional, and without accountability, trust never forms. Sid connects this directly to Patrick Lencioni's The Five Dysfunctions of a Team—where trust sits at the base of the pyramid, enabling healthy conflict, commitment, accountability, and ultimately results. The key anti-pattern Sid warns about: people picking only the comfortable parts of a system and relaxing the parameters so much that it becomes "SOS—Sid's Operating System—which is just an emergency call for help." In this episode, we also refer to Traction, by Gino Wickman, a foundational book for Sid in his career.  The DELTA Delegation Ladder: From Command-and-Control to Co-Founder Mode "Delegation fails because leaders skip levels."   Sid introduces his DELTA Delegation Ladder—a five-level framework for understanding where your team members sit and how to delegate accordingly:   D — Do as I say: Pure execution of instructions. Sid notes this level is increasingly being replaced by AI. E — Explore the possible solutions: Research and present options, but the leader still makes the decision. Also increasingly delegable to AI. L — Lead with a recommendation: The entry point for real human value. The person researches, forms a hypothesis, and recommends a path forward. Sid considers this the minimum hiring bar. T — Take action with oversight: The person takes decisions and acts, keeping the leader in the loop. Trust has been built through coaching and mentoring. A — Autonomous execution: Co-founder mode. The person owns the outcome end-to-end. Full trust, full ownership.   Delegation fails when leaders skip levels—expecting someone at "D" to operate at "A." It also fails when leaders abdicate rather than delegate, throwing someone into a role without investing time in coaching, clarifying expectations, or showing them what "great" looks like. As Sid puts it: delegation only works if you spend time with the person you're delegating to. Remote Teams: Written Clarity Beats Verbal Alignment "Trust comes from predictability, not proximity. I can be 1,000 miles across the world from you and trust you, because I can predict what your actions are gonna be."   For distributed and cross-timezone teams, Sid's non-negotiables are clear: get good at writing, and over-communicate. Written clarity beats verbal alignment every time, especially across cultures where tone and directness vary widely—from British politeness to Dutch directness. Over-communication isn't a flaw; it's the standard for remote teams. Without it, accountability vanishes and culture erodes. Sid points out that trust in remote settings comes from predictability—can you predict that someone will hit their milestones, complete their to-dos, and follow through?—not from physical proximity. Someone sitting next to you who consistently misses deadlines will never earn your trust, while someone across the world who reliably delivers will.   Self-reflection Question: Where on the DELTA Delegation Ladder are the people you're currently delegating to—and are you investing the time and coaching they need to move up, or are you skipping levels and hoping for miracles?   About Sid Jashnani Sid is a founder, operator, and growth advisor who scaled a systems integration firm into a portfolio of IT businesses. After struggling with delegation and predictability, EOS transformed how he led. Through Outgrow, Sid helps founders drive 15–30% predictable growth with disciplined execution and proactive customer communication.   You can link with Sid Jashnani on LinkedIn.   You can also read his weekly newsletter, Leadership Bytes Weekly on Substack.

Is Sprint Planning Quietly Hurting Teamwork? - Mike CohnI hated group projects when I was in school. I didn't want to rely on others for success. I wanted to be accountable for what I'd personally done.Teams that are new to agile often feel the same way.A developer will gladly take responsibility for their own code. But tell that same developer they're also responsible for someone else's code and you'll often get a confused look.And yet shared team accountability is one of the biggest predictors of whether an agile transition succeeds. High-performing agile teams understand: we succeed or fail together.Until that shared accountability exists, people experience their “commitment” as individual. I have my tasks, you have yours. That mindset leads to predictable behaviors: People stick to the parts of the product they already know.They avoid work outside their primary skill or role.They optimize for being “done with my work,” not for finishing as a team.So how do you help a team move from personal accountability to team accountability? Team accountability doesn't exist without personal accountability. If someone doesn't feel responsible for completing work that is clearly theirs, they won't feel responsible for the work of others.A practical place to reinforce this is the Daily Scrum. Listen for whether people clearly state what they finished since yesterday—and whether they did what they said they would. If not, help the team talk about why, and what they'll change today. Sprint Planning is your next best lever. Near the end of planning, ask a simple question:“Can we, as a team, meet the Sprint Goal and deliver these items?”Emphasize that the sprint backlog represents a team commitment. If one person is overloaded, we don't wish them good luck, we offer to help.That means  team members should speak up when someone is taking on too much, and then discuss how to lighten the load—by shifting work, pairing, swarming, or reducing scope.Team accountability will always be bounded by skills. A programmer won't suddenly do award-winning design work. But they might research image options, draft alt text, or assemble reference examples—small contributions that protect the bottleneck and help the team finish together.One of the most practical ways to build shared accountability is to broaden skills across the team.Look for opportunities for pairing, mobbing, or short “teach me” sessions where teammates transfer knowledge as they work. Then protect time for it. People will (rightfully) resent being told to broaden skills if they're expected to do it on nights and weekends. If you want team accountability, stop allocating tasks during sprint planning.Instead of pre-assigning everything, leave tasks unassigned and have team members pull work from the sprint backlog day by day. This keeps work flowing, increases collaboration, and makes it easier for people to help where help is needed.Personal accountability matters. But to succeed with agile, teams have to move beyond “my tasks” and toward “our outcome.”How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

In this episode, we're joined by Prof. Kelly M. Kapic (PhD, King's College, University of London), who is Professor of Theological Studies at Covenant College, and the author of several books, including the book that we're discussing in this episode, Christian Life (as part of the New Studies in Dogmatics series published by Zondervan Academic). Over the course of our conversation, we discuss Kelly Kapic's aims to ground his theology of the Christian life in the Triune God, insisting that a theology of Christian life is necessarily theological. We also address how the particulars of Christian life pertain to universals, which helps to situate the topic in relation to various cultural and contextual settings. To round out the conversation, Prof. Kapic also highlights one of his main emphases that Christian life as a response to God begins with the Messiah's response to God first. From there flows the ecclesial gathering of Christ followers whose Christian life is bound up in our relations to one another, but also to God and to creation. Team members on the episode from The Two Cities include: Dr. John Anthony Dunne and Stephanie Kate Judd. Hosted on Acast. See acast.com/privacy for more information.

On this Day 11 update of the Iditarod Trail Sled Dog Race, the race has its champion as Jessie Holmes crosses under the burled arch in Nome, securing victory in just over nine days. His performance was marked by strong strategy, consistent pacing, and a healthy, high-performing team throughout the race.Travis Beals follows in second place just a few hours later, with Jeff Deeter, Paige Drobny, and Wade Mars rounding out the top five. As teams continue to arrive in Nome, the race shifts from competition to completion, with mushers finishing their thousand-mile journey across Alaska.The episode also highlights the ongoing battle for Rookie of the Year, with contenders still on the trail, and provides updates on the remaining teams working their way through White Mountain and Safety.Listeners also hear a musher profile of Bailey Vitello, a second-generation musher building his career through years of racing and dedication, as well as a historical look back at Martin Buser's 1997 Iditarod victory and what it meant for the sport.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

It's a short show. (It is not a short show.) With the World Baseball Classic Final happening during the episode, the Team of Rivals crew tries to stay on track while inevitably getting distracted. This week: ⚾ WBC talk and live reactions

In today's episode of Sorare with Laird, I'm taking on my biggest challenge yet: convincing the one and only Harry Trades to jump into the K League on Sorare. With the brand-new K League Duo Mission just launched, there has never been a better time to team up.What is the K League Duo Mission?

Welcome back, Road Warriors! OSG and Dani introduce Laura Gómez as the latest addition to the Dash Dispatch team with a big episode: Houston Dash taking a season-opening win out of San Diego, get ready for this weekend's home opener against Boston Legacy, and chat plenty more. Timestamps: 00:00 Intro 00:48 Welcome to Dash Dispatch, Laura! 01:42 Review: San Diego Wave 10:45 Team ambitions and where they are going in 2026 17:07 The ideal lineup to start the season after several offseason changes 38:44 NWSL Roundup 47:20 Preview: Boston Legacy 01:00:34 #NoOneAsked 01:02:05 You want some free Dash tickets? 01:04:45 Closing Credits: ⬢ Dash Dispatch is hosted by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠OSG⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠Dani Millan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and Laura Gómez! ⬢ Check out all of our content at ⁠⁠⁠⁠⁠⁠DynamicFoxtrot.com⁠⁠⁠⁠⁠⁠. ⬢ Support Foxtrot Media on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ko-fi.com/DynamicFoxtrot⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. ⬢ Follow the fox on Twitter (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@DynamicFoxtrot⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠), Instagram (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@dynamicfoxtrot⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠), and Bluesky (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@DynamicFoxtrot⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. ⬢ Subscribe to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Foxtrot TV⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠! ⬢ Thumbnail photo provided by the Houston Dash. Learn more about your ad choices. Visit megaphone.fm/adchoices

Finishing Up Cobb's First Round Watchability Rankings; The List: The Memphis Grizzlies, Rory McIlroy; NCAA Tournament Superlatives: Annoying Commercials, Team, Player, & Coach Under the Most Pressure, Biggest Upset Watch, 2nd Round Matchups We Most Want, & Most Unstable Team.

First Take resumes with Luka's All-NBA 1st Team case... Is he a lock after the Lakers recent run? (0:00) Then, breaking news!! The Dolphins traded star WR Jaylen Waddle to the Broncos. Get DanO's immediate reaction to this blockbuster move! (12:40) Next, with Shams reporting that NBA expansion is imminent, is the talent pool deep enough to fill two more teams? (23:00) Learn more about your ad choices. Visit podcastchoices.com/adchoices

Rich weighs in on the Dallas Cowboys offseason to-date and explains why fans of America's Team will be feeling great after April's NFL Draft. ESPN's Matt Miller and Rich discuss the Dolphins' draft plans after trading away WR Jaylen Waddle and if Ohio State's Carnell Tate could slide to Miami at #11, how high Notre Dame RB Jeremiyah Love could be selected, why the Cowboys should stock up on defense with their two 1st-round picks, if Alabama QB Ty Simpson will be a 1st-rounder, the fallout for the Ravens after they pulled out of the Maxx Crosby trade with the Raiders, and more. Rich and the guys break down the intrigue swirling around the top 10 of the NFL Draft, and in honor of St. Patrick's Day, Rich reveals his list of the top 5 Patricks in sports history. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Team insiders Ryan Mink and Garrett Downing outline what positions the Ravens still have additions to make at and whether free agency augmentation or the draft are more likely avenues. Plus, they reignite conversations about what the Ravens could do with the 14th-overall pick.See omnystudio.com/listener for privacy information.

(00:00-18:00) Cam would dance around in a leprechaun costume. Martin's in Daytona. Wouldn't wanna date Cam's daughter. What sport would Cam prefer his hypothetical daughter date? Texting and driving. Wrestlemania. Larry Nickel is on the phone lines to confirm that wresting is real. Recapping us on last night's Raw.(18:08-42:50) Fenton is the Vegas of the midwest. Some audio from Spittin' Chiclets talking about the pressure on young kids in youth hockey these days. Parents treat the kids like superstars and celebrities at a young age these days. Youth sports discussion.(42:58-1:06:03) David Cline of Hedonism's version was better. Dancing and karaoke died with Chairman's sobriety. Can the price of youth hockey come down? Team sports teaching more than just athletic skill. Doug thinks there's plenty of NBA players who could be playing in the NFL. Cam wishes he woulda been a quarterback. Kellen Winslow. Best athlete to come out of St. Louis. Yogi Berra was Cam's shower partner. Oblong/Abnormal.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

DynastyDadFF & FFSnoog take a closer look into the 2026 free agent landscape and how to cash in on dynasty trade equivalents for the NFL offseason - we cover each position, the strengths of the class, and who to buy at current Dynasty TE market value0:00 Introduction1:42 Kyler Murray #vikings5:44 Kenneth Walker #chiefs9:21 Michael Pittman #steelers13:28 Bhayshul Tuten #jaguars19:35 Rachaad White #commanders23:10 Malik Willis #dolphins26:50 Isiah Likely #giants28:03 David Montgomery #texans30:03 Pacheco Dowdle Allgeier If looking for more content we've created a Premium ‪#SmashAccept‬ Discord Community for:

Becoming a parent can feel like a roadblock to your career—but what if it's actually your secret superpower? In this episode, Elyse shares how motherhood expanded her vision, helped her break limiting beliefs, and showed her that you don't have to choose between being fully present with your family and building an extraordinary life. Learn how embracing your full potential can empower both you and your children.

What if the problem you're trying to solve in your business… isn't actually the problem? If you've ever found yourself thinking you need to be more productive, refine your strategy, or improve a system that already "should" work, this episode looks at a different possibility. Sometimes the issue isn't inside you — and it isn't inside the structure either. It's something happening underneath both. In this episode, you'll discover: Why capable leaders often try to solve the wrong problem when their business starts feeling harder to run How power quietly disperses inside a growing business—and how to call it back in Learn the subtle moment when a company's center of gravity shifts away from the leader (and how to bring it back) Press play to see how power actually operates inside a business — and why recognizing this dynamic can instantly change what you focus on next.   Work with Jenna Decisions on Demand — A practical mini-course designed to help you make cleaner, higher-quality choices — the kind that unlock momentum, authority, and follow-through. The framework mirrors decision-making principles used in high-stakes environments, adapted for real life and business. The Clarity Accelerator Mastermind — If you want to be surrounded by other visionary entrepreneurs while rapidly aligning your business to the conditions and strategies that let you thrive and excel naturally, this intimate mastermind will stretch you into your next level. Schedule your call today here or visit this page to find out more. Private Coaching — If you're craving the highest level of support, strategy, and partnership to create all the freedom, impact, and success you're designed for, this is the space for it. Schedule you call today here. Find Jenna on Instagram:  https://www.instagram.com/theuncommonway/  The Uncommon Way is a leadership and business podcast for ambitious women entrepreneurs, founders, and leaders who are scaling companies and expanding their influence. Hosted by business and leadership coach Jenna Harrison, the show explores how power, authority, and leadership capacity shape business growth. Episodes focus on decision-making, founder leadership evolution, team stability, and the structural shifts that allow companies to scale without overwhelming the person leading them. This podcast is especially relevant for women navigating: • Business growth and scaling challenges • Increasing leadership responsibility • Team expansion and higher-stakes decisions • Founder authority and executive presence • Identity and leadership evolution during scaling The Uncommon Way approaches growth differently. Not through hustle, constant self-optimization, or endless inner work — but by upgrading leadership, strengthening decision structures, and expanding the capacity required to run the company you're building. Topics include: • Founder leadership capacity expansion • Decision-making at higher levels of responsibility • Authority and power dynamics inside scaling businesses • Structural business leadership • Founder psychology and identity shifts during growth • Sustainable scaling and operational clarity Whether you're an experienced founder, a rising leader, or building something that's starting to matter at a bigger level, this podcast helps you access more power and lead accordingly.

In this Day 10 update from the Iditarod Trail Sled Dog Race, the finish line is in sight as Jessie Holmes approaches Nome with a commanding lead. Holmes earns the North Rim Bank Achieve More Award and is just miles away from claiming victory under the burled arch. Travis Beals remains in second place but would need a major shift in pace to close the gap in the final stretch. Meanwhile, teams continue moving through the trail behind them, with the back of the pack still hundreds of miles out. The episode also covers two significant scratches: Jody Potts-Joseph, who withdrew after concerns about kennel cough in her team, and Mille Porsild, following the loss of a dog on the trail. Listeners also hear a musher profile of rookie Kevin Hansen, an Inupiaq musher from Kotzebue, and a discussion on life in Nome, including food, culture, and what awaits mushers at the finish line. The episode wraps with a look back at a dramatic 1976 moment involving Norman Vaughan on the trail.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

From combat missions in the F-22 Raptor to more than five months aboard the International Space Station, Lt. Col. Nichole “Vapor” Ayers '11 has seen it all. SUMMARY In this episode of Long Blue Leadership, Col. Ayers reflects on mentorship, teamwork and building the next generation of warriors and astronauts.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK     TOP 10 TAKEAWAYS 1. Leadership is fluid: sometimes you lead, sometimes you follow. On Dragon and the ISS, command shifted between Anne McClain and Takuya Onishi. Everyone alternated between being commander and flight engineer, showing that strong teams normalize moving between leading and supporting roles. 2. Team care starts with self‑care. Vapor repeatedly links sleep, rest, hydration, and health to leadership performance. You can't be present for others if you're exhausted or burned out; taking care of yourself is a leadership duty, not a luxury. 3. People first, mission second (to enable mission success). Whether on deployment with 300 personnel or in space with 7, she focuses on taking care of the human—family issues, logistics, burnout, and emotions—trusting that performance and mission execution follow from that. 4. Trust is built long before the crisis. ISS emergency training with all seven crew, plus years of joint training in multiple countries, builds shared understanding and trust. When emergencies happen, the crew isn't figuring each other out for the first time. 5. Quiet, thoughtful leadership can be incredibly powerful. Takuya Onishi's style—observant, calm, speaks only when it matters, and brings thoughtful items for others—shows that you don't need to be loud to command respect. When he spoke, everyone listened. 6. Leadership means being fully present, especially on others' hard days. In both combat and space, you can't “hide” when someone's struggling. Being reachable, attentive, and emotionally available is a core leadership behavior, not a soft add‑on. 7. Normalize mistakes and share lessons learned. From F‑22 sorties to NASA operations, it's expected that you openly admit errors and pass on lessons so others don't repeat them. A culture where “experience is what you get right after you need it” only works if people share that experience. 8. Plan for “seasons” of intensity, not permanent balance. She frames life as seasons: some are sprints (deployments, intense training, big trips); others are for recovery. Wise leaders anticipate these cycles, push hard when needed, then deliberately create room to reset afterward. 9. Model the behavior you want your team to adopt. If the commander is always first in, last out, everyone else feels pressure to match that. By visibly protecting her own rest and home life, she gives permission for others to do the same and avoid burnout. 10. Lean on—and be—a support system. Her twin sister, long‑term friends, and professional peers form a lifelong support network she turns to when she fails, doubts herself, or hits something “insurmountable.” Great leaders both rely on and serve as those trusted people for others.     CHAPTERS 0:00:00 – Introduction & Vapor's Journey (Academy, F‑22, NASA) 0:00:38 – Launch Scrub, Second Attempt & What a Rocket Launch Feels Like 0:03:33 – First Moments in Space, Floating & Seeing Earth (Overview Effect) 0:06:11 – Leadership & Teamwork in Space: Roles, Trust, and Small-Crew Dynamics 0:10:19 – Multinational Crews & Leadership Lessons from Other Cultures 0:14:47 – No‑Notice F‑22 Deployment & Leading a Squadron in Combat 0:18:14 – Managing Burnout: Scheduling, Human Factors & “Crew‑10 Can Do Hard Things” 0:19:46 – Self‑Care as Team Care: Seasons of Life, Rest, and Being Present 0:26:02 – Family, Being an Aunt, and Balancing a Demanding Career 0:28:14 – Life After Space: Mentoring New Astronauts & Evolving as a Leader     ABOUT NICHOLE BIO U.S. Air Force Lt. Col. Nichole "Vapor" Ayers is a trailblazing pilot, leader and astronaut whose journey began at the United States Air Force Academy, where she graduated in 2011 with a degree in mathematics. An accomplished F-22 Raptor pilot, Ayers is one of the few women ever to fly the world's most advanced stealth fighter — and she's one of even fewer to command them in formation for combat training missions. Col. Ayers earned her wings through years of training and operational excellence, logging over 200 flight hours in combat and playing a critical role in advancing tactical aviation. Her exceptional performance led to her selection in 2021 by NASA as a member of Astronaut Group 23, an elite class of 10 chosen from among 12,000 applicants. As a NASA astronaut candidate, Col. Ayers completed intensive training at Johnson Space Center, which included spacewalk preparation, robotics, survival training, systems operations and Russian language. Now qualified for spaceflight, she stands on the threshold of a new chapter that led her to the International Space Station. Throughout her career, Col. Ayers has exemplified the Academy's core values of Integrity First, Service Before Self and Excellence in All We Do. Her journey from cadet to combat aviator to astronaut is a testament to resilience, determination and a passion for pushing boundaries.   LEARN MORE ABOUT NICHOLE NASA Astronaut Nichole Ayers   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Guest: Lt. Col. Nichole "Vapor" Ayers '11   Col. Naviere Walkewicz 0:00 Vapor, welcome to Long Blue Leadership. We are so thrilled you're here. Col. Nichole “Vapor” Ayers 0:11 Thank you. Thanks for having me. Col. Naviere Walkewicz 0:12 Absolutely. So the cadets get to spend some time with you at NCLS. Here the Long Blue Line is going to get to hear from you. And you know, we can actually go through the list. You know, F-22 pilot, USAFA 2011 graduate, you've been in combat, you're a NASA pilot. The list is probably shorter what you haven't done. But, frankly, I'm just excited that you're here on Earth with us, because the last time we spoke, you called me from outer space. Col. Nichole “Vapor” Ayers 0:35 Yeah, that was a lot of fun. That was a lot of chat with you then too. Col. Naviere Walkewicz 0:38 So let's just jump right in. So if we can just kind of catapult you, and let's do it in the way that they that NASA does, into space, maybe starting with the countdown, and then the Gs you take, what is that experience like? And maybe, what are some things you were thinking about in those moments? Col. Nichole “Vapor” Ayers 0:53 Oh, yeah. So, you know, we launched on March 14. First attempt was March 12, and we actually scrubbed the first launch. So we got all the way down to T minus 42 minutes right before we armed the launch escape system. So that's kind of a big milestone on the countdown. We were having issues with some hydraulics in the clamp that actually holds on to the rocket wall and then let's go. We weren't quite sure whether it was gonna let go, so they scrubbed the launch then, and it was a fascinating — you don't feel like you've got a ton of adrenaline going, but, you know, you feel kind of like you're in a sim. We do some really phenomenal training. And so when you're sitting on top of the rocket, it feels like you're in a simulator, except it's breathing and living, and the valves are moving, and you can hear the propellant being loaded and all of that. And so there's a very real portion to launch date. But then, coming down off of that adrenaline, we got a day off, thankfully. We could just kind of rest and relax and then go again. So everything went smoother the second try. Of course, you know, everybody's nerves are a little less, and everything was — it just felt calmer the whole way out. But, yeah, when that countdown hits zero, I like to say you're being slingshotted off the Earth. That's how it felt. You know, in that moment, you're going. There's over a million pounds of thrust, and it's going. Col. Naviere Walkewicz 2:10 I mean, that sounds like a lot. I can't really fathom in my mind what that feels like. Can you describe it? Col. Nichole “Vapor” Ayers 2:17 You know, so I talked about in an F-22 and an afterburner takeoff, which is the most thrust that we have basically in any airplane on Earth. You know, you get set back in your seat really far. And, if you think of an airliner takeoff, you kind of get set back in your seat a little bit. Multiply that by, like, 10 or 20, and then that happened for nine minutes straight on a rocket. You're just being forcefully set back in your seat for nine minutes straight and just thrown off of the Earth, and in nine minutes, you're in orbit. Col. Naviere Walkewicz 2:49 So when you had your practice, did you experience that level for that long as well? Col. Nichole “Vapor” Ayers 2:54 For the simulators? So they can't that. We can't necessarily simulate the Gs in the sim. So that's like the one part that, you know, we go through the whole launch, but you're sitting at one G the whole time, and throughout the launch, you know, the Gs build, then we back off the thrust and the Gs build again, and then you have an engine cut off. And I like to explain, like, if you could visualize, like an old cartoon, and everybody's in the car driving, and Dad slams on the brakes, and everybody hits the windshield. And then he slams on the gas again, and everybody goes back to their seats. Like, that's what it felt like when the engine cut off and, you know, main engine cuts off, and then within a few seconds, the second engine lights, and you're set back in your seat again. So I like to give that visual. Col. Naviere Walkewicz 3:33 That's really helpful, actually. Wow. OK, so you're there, you're in space. And I guess my first question would be, what's something that, in that moment, you're either thinking or you're just, are you still just orienting yourself? What is that like? Col. Nichole “Vapor” Ayers 3:45 Oh, man, you know, we're still in the seats for the first few moments in space, and we have to open the nose cone. There's some other things that are happening on the spacecraft, and getting ready for a burn, for a phasing burn, to get up to and catch up with the International Space Station. But, you know, then eventually you get to unbuckle and get out of your seat and floating for the first time. I got out of my seat and I'm floating there. It felt like, you know, Captain Marvel when she's, like, hanging out. Yeah, that's, that's how I felt. And, you know, I like to give the visual, because it's like, it's just nothing you've ever experienced in your life, you know. And then you look out the window and the view is something, it's indescribable. You know, I don't think we have the right words in the English language to describe what it feels like to look back at Earth from space. Col. Naviere Walkewicz 4:35 Was there a moment when you're looking out at Earth — did you kind of play back just different things in your life? Did you think about, you know, significance of things, or, like, scope of things, or even just the vantage point? Did it kind of just change things or were you just in awe at the moment? Col. Nichole “Vapor” Ayers 4:49 No, I think, you know, we talked about the overview effect, when astronauts specifically look back at Earth, and it hits everybody kind of differently. And for me, I think the biggest thing you know, when you look at a map of the states or a map of the world, you know, every country is a different color, or every state's a different color, and there are lines that describe the borders, right? And those don't exist in in space. Those don't exist like when you can't see different colored states, right? But you can see the Grand Canyon, and you can see the mountains, and you can see the Amazon, and you can see the desert in Africa. And you get to, you know, you get to learn the world geography by colors and terrain. And it's just a really good reminder that, you know, we're all humans, and we're all on this little fragile marble, just trying to take care of each other and trying to take care of Earth. And so I think that's what hit me the most, was just there are no borders, and we're all the same. Col. Naviere Walkewicz 5:44 Gosh, well, it's a unique and probably highly impressive team that you're with. I mean, we know the road to get to becoming a NASA astronaut is certainly one that is very difficult. Starts from many, many, in the 1000s, down to 10. And so, you know, when we think about leadership, and I've heard you share this before with others, you talk about teamwork and leadership, maybe explain a little bit what that's like in space when you're all so highly effective leaders. You know, what does that look like? Col. Nichole “Vapor” Ayers 6:12 That's a great question. You know, I think for us, it is a very fluid movement, right? You lead one day; you follow the next. And you know, I'll give you an example. So Anne McClain was the commander of SpaceX Crew-10 for NASA. So she was in charge of Crew-10 is our ride up to the space station, and our ride home, right? It's the capsule, the rocket and the capsule. And then we were on Expedition 73 aboard the International Space Station, where Takuya, who it was, Takuya Onishi, who was our mission specialist on Dragon, soon as we crossed into the hatch and he took command. He is now the commander of the Space Station, and Anne and I are flight engineers, and so it's a pretty fluid movement in terms of leading and following. But ultimately, you know, it's just about being a good team and taking care of each other. And I think that being a good leader is taking care of other people. And, you know, we talk about team care — self-care, and team care are like the huge parts that we actually train and learn about at NASA as we go through our training, because you're on this really small space in the vacuum of space for five-plus months at a time, and it's — there are only seven people up there and everybody's going to have a bad day. We're all humans, and you can't, there's no hiding.   Col. Naviere Walkewicz 7:30 What's a bad day like in space?   Col. Nichole “Vapor” Ayers 7:32 People make mistakes, right? We're all human. You might make a mistake on something, you might mess up a procedure. You hope that it's not something that causes a safety incident, right? The main goal for me, at least, was, I know I'm going to make mistakes. As long as I'm not unsafe, I'll be happy. And I think that a lot of us have that conscious decision-making process. But I think that we're also humans and have Earth lives, and your Earth life doesn't stop when you go to space. And so bad days could be something going on at home. Bad days could be something going on in space. Could be an interaction that you had with somebody on the ground that, you know, there's a lot of communication that happens between us on the ground. There are thousands of humans on the Earth that keep the Space Station running. So that day could be anything but it's tough to hide up there. Here, you can kind of like, duck and cover and maybe you just spend the day in an office. But it doesn't happen up there. We have to continue to work and continue to function. Col. Naviere Walkewicz 8:32 So you mentioned that there are seven of you in this tight space. Now, when you go up there, your crew, is it the same seven?   Col. Nichole “Vapor” Ayers 8:38 For the majority of the time. Col. Naviere Walkewicz 8:42 OK, excellent. So one of the things we think about whenever we're leading or we're working with teams is trust, and obviously you have a great amount of trust with the crew that you're going up there with. But then you mentioned you went on to the ISS and you're working with others. What does that look like when it's someone maybe you haven't worked as closely with in a really important mission? Col. Nichole “Vapor” Ayers 9:03 So for the seven expedition members, we actually do train together for a little bit of it, not nearly as closely as, you know, the four of us training for Dragon mission. But because the most dynamic parts are launch and landing, we do a lot of training together, just as the four of us, but we train all over the world. So we go to Japan and Germany and Canada, and we go to, you know, Hawthorne, California, and we go to Russia, and we train with them, and we learn about the Russian segment, and we train with our fellow cosmonauts there. And we do emergency training specifically all together, because it takes all seven of us in an emergency doing the right thing and knowing everybody's roles. And so we train that together as well. And then anytime you're in the same country or same city together, then you get to spend the time outside of the training to get to know each other. And so you actually know your crew fairly well. But obviously, everybody's from a different nation. And we had Americans, we had a Japanese astronaut, we had Russians, so you learn everybody's culture, and it's actually, you know, to your point on being in that small — and not necessarily knowing everybody. There's also a cultural aspect; we get to know each other. We get to learn about other people's cultures and figure out how to communicate and live and work, even across the whole world. Col. Naviere Walkewicz 10:19 What was something that you learned from another culture of astronaut, maybe in the leadership realm, or just something that you took away, that's really something that surprised me, or like to emulate? Col. Nichole “Vapor” Ayers 10:30 I love Taku's leadership style. So Takuya Onishi — he's one of those more quiet humans, and he's super kind, but he is the most intelligent human I've ever met, and he is super-efficient with everything he does, and he pays attention to all of the little things. And so he only speaks up when he thinks something needs to be changed, or when he thinks that, like, we need to go in a different direction, otherwise, he's pretty happy to let you go, like, let you go as far as you want to go on something. And then when he thinks you're gonna run off a cliff, he pulls you back. So when he speaks, everybody listens. And I love that. I think some of that is cultural, obviously, him being from Japan, but I think it's also just his personal leadership style, but I learned a ton from him in terms of how to interact with people, how to let people be themselves, but also how to run a ship, and everybody knew exactly who was running the ship. Col. Naviere Walkewicz 11:22 Wow. And it shows that respect lens that you're just kind of talking about when he spoke. Everybody listens. Is that something that you feel you already had that kind of leadership style or is that something that you've kind of evolved in yourself? Col. Nichole “Vapor” Ayers 11:37 I like to think that that's the way that I lead. That's kind of how I try to be a leader. But we're not perfect, right? Nobody's perfect. And watching him, you know, taking notes from how he interacted with everybody, the things that he thought of, the things that he brought with him for us on station, you know, we get a very limited amount of stuff, personal things that we get to bring with us. And he brought things for the crew that were like, huge milestones for professional careers. You know, just the attention to detail on the human beings around him was pretty phenomenal. So it's one of the things I'm working on to be better at, because I like to think I'm good at it. But I saw the master work. Col. Naviere Walkewicz 12:18 I love that. And something you said about him, he always has attention to detail, and he saw the little things. He paid attention to the little things. I remember a past conversation we had. You had a little nugget from Col. Nick Hague, also USAFA — '98 I believe. And I think he said to you, something about, you know, “Nicole, don't forget that you're squishy,” or something like that. And so have you had more of those moments in there where they're like little nuggets or little moments that actually give you a big return or big lessons in your life? Col. Nichole “Vapor” Ayers 12:46 Oh, definitely, yeah, that one's a funny one, because the space station is metal. Everything is metal, and it's hard and so we still have weight, well, mass. We still have mass. We don't have weight, right, because we're in microgravity. But if you're cooking around a corner and you run into a handrail, it's gonna hurt, you know, if you imagine going 10 or 15 mph into something metal, it's gonna hurt — you're squishy. So that was a great lesson in slowing down and making sure you're watching your surroundings. But one of the things that Anne McClain says that cracks me up, but every time it happens, like, “Yep, this is definitely—," she says, “Experience is that thing you learn right after you need it.” And so we had a lot of those moments where you learn a lesson and you're like, “Ah, I wish I knew that five minutes ago.” And so that's something that applies everywhere. Experience is that thing you always needed right before that happened. But we also like to say Crew-10 can do hard things. That's another thing that was just kind of our motto, whether it's training — some of the training can be really physically demanding. It's really mentally demanding. And it's a lot of travel. When you get assigned to a mission, it's probably a year and a half to two years of training, and then you're gone for six months. So out of that two to two and a half years, you're not home for over a year. So you're all over the world, traveling to train and work. And like I said, we're all humans. We have Earth lives, we have homes, you get situations back home. And so navigating personal lives, navigating professional lives, navigating tough training. Crew-10 can do hard things. We like to say that. Col. Naviere Walkewicz 14:22 I like that. It also talks a bit about your grit. Crew-10 grit. So, talking about hard things, I'd like to take us to the time when you've been piloting the F-22 and you've seen combat. I heard you speaking a little bit before about a no-notice deployment. Let's visit that time in your life. What were you doing? What was your role, and what was something you experienced? Col. Nichole “Vapor” Ayers 14:47 Sure. So I was actually flying the day that we got notified. And, you know, just a standard training sortie — had landed, and some of the maintainers were like, “Hey, have you heard what's happening?” And I was like, “No, what's happening?” And then we had a big squadron meeting, and that's when we got notified, like, “Hey, we're deploying.” We were on the GRF, is what it was called at the time, Global Response Force, and I think some of that structure has changed since I left that squadron, but we knew that once we were on the GRF, there was a chance that we would get activated and get moved somewhere. Didn't necessarily expect it to be quite that quick. I think it was like the next week we got this deployment. So we got notified on a Thursday, I think, and then on Monday, I was taking off.   Col. Naviere Walkewicz 15:31 Oh, really no notice.   Col. Nichole “Vapor” Ayers 15:33 Yeah, so, four days later, we were taking off, and then seven days later, we were flying missions from — we were stationed at Al Udeid Air Base, so we're flying out of Al Udeid within a week. Col. Naviere Walkewicz 15:45 How many with you?   Col. Nichole “Vapor” Ayers 15:47 So when we deploy, we actually deploy with our maintenance squadrons, 300 people. Twenty to 30 of them are the pilots, and then the rest are the maintainers. And so it's the entire squadron. We morph into an expeditionary squadron. And so there are 300 people that head out. Col. Naviere Walkewicz 16:03 So I imagine, you know, on top of the fact that it was such a rapid movement, there's probably things that people had to obviously work through family. This needs to happen. But what were some things that you experienced in that deployment, or even in just that transition? Col. Nichole “Vapor” Ayers 16:21 Again, I go back to taking care of people. I was a flight commander at the time. We had two flight commanders, so I'm in charge of basically half the squadron, and we had a really wonderful commander who gave us the authority and the autonomy to leave the squadron. So, you know, it's about saying, like, “How are you guys doing at home?” Half our squadron didn't even have tan flight suits. You know, we're trying, we're working with logistics. We're trying to get everything ready. Like, does everybody have a go bag? Does everybody even know what a go bag is? Do you have the things you need? So working all of that. And then do you have the childcare figured out? Do you have the — how is all your family doing? Are you ready for this? And then we had to do a bunch of last-minute training before we left. And so it's a really busy time, but it was one of the first times where I felt like I had an influence on the people that were under me, that I had supervised. And so it was a really great experience to solve those problems, figure it out and help people get off the ground in four days successfully, and leaving something, some semblance of structure at home. Col. Naviere Walkewicz 17:24 So you said it was the first time where you kind of really felt that you had that impact. What would you say kind of maybe crystallized within yourself in learning that? Col. Nichole “Vapor” Ayers 17:36 I think it really solidified. I think I said, “I try to lead by taking care of people,” right? I truly believe if you take care of the human, they're going to do a really great job. You don't have to ask much of people at work and in their professional life, if their personal and the human side of them is taken care of and so that's kind of what I mean when I say that solidified it for me, like, make sure that the humans are good to go, and they'll go do anything you want to do. Col. Naviere Walkewicz 18:04 Wow. So while on that deployment, you're leading half of that squadron. What were some of the challenges maybe that you experienced, and how did you grow as a leader during that timeframe? Col. Nichole “Vapor” Ayers 18:14 Scheduling is definitely a tough one. So we flew daytime and nighttime. We basically had an F-22 airborne for almost 24 hours a day for the entire six months, six and a half months. We left and we were told it might be two- or three-month deployment, and then it turned into six months. And then we got delayed up coming home. And so then we stayed through Christmas. And those are the things that really are tough for people. But we have a limited number of jets that we took. We have a limited number of pilots; we have a limited number of maintainers and parts. And so I think for us, managing a schedule between me and the other flight commander, managing a schedule, managing quality of life for everybody, and make sure that we're not burning people out, or that they're not —we're flying eight-, nine-, 10-hour sorties, right? And that's exhausting. It's just you and that airplane with your wingman and a different airplane. And so you have to manage, again, that human factor. The human capital is probably the toughest thing to manage. Col. Naviere Walkewicz 19:15 Wow, and you talked about how the deployment kind of got extended. What were some things, because many of our listeners and our viewers are leaders, and at different levels of leadership and different times in their lives where they're doing that. When you were leading, and you had some of those subordinates, or those that were working with you that really experienced some troubles, through emotions, through some of that. How did you help navigate them through that when you were all in that as well? Col. Nichole “Vapor” Ayers 19:46 Right. You know, I think at NASA especially, we talk about self-care being a huge part of team care. And so making sure I do this in my regular life too, but, you know, making sure that you're getting enough rest, making sure that you're taking care of yourself and your personal life, so that you can truly be present for the other people that need you. And I think being present for others is one of the biggest things that you can do. You know, they may not need a ton of help, or they may not need the solution, but being there, being available and being present for people is really important. But you can't do that unless you're good to go yourself. Col. Naviere Walkewicz 20:18 Did you see that from someone? Did you learn that from someone you saw doing that? Or just, how did, I mean NASA's — you said, NASA, but did you see that at the Academy? Or where did you kind of gather that? Col. Nichole “Vapor” Ayers 20:28 You know, I think one of the things that hit me hard about showing up and being present was actually more professional. I kind of skated through the Academy on minimal sleep, and I was able to manage everything. But I wasn't flying a $143 million airplane. And so, in pilot training, we started to talk about crew rest and pilot rest. That's the first time that I had heard this concept of, “You need to go home and get rest so that you can be on your game.” Because flying airplanes, your decisions have real consequences, right? And you have to be present and available, and you have to be on your game to fly airplanes and do well in airplanes. And then the faster and the higher and the better the airplane gets, the more on your game you have to be. So I think it's something that has just kind of evolved in me. And then, as a leader, I realized, if you don't have any gas in the tank, you cannot help somebody else. And so for me, it's just kind of been, over the last decade and a half, of, wow, I need my sleep. I need to make sure I'm good to go. I need to make sure my human is good, so that way I can help other humans. And yeah, when your decisions have real consequences, it's important that you're present and you're ready to go. Col. Naviere Walkewicz 21:43 Have you seen some of the fact that you prioritize that for yourself, for you as your own human? Have you seen others kind of like see that, view that, and actually take that on as well themselves. Col. Nichole “Vapor” Ayers 21:53 Yeah, I think they do. And I think, as a leader, it's really important to set that example. The commander cannot be the first one in last one out. Like, you just can't do that, because everybody's going to stay until you leave. So setting the example, setting the example of having a good home-life balance as well. Like, home and work have to be balanced. Sleep has to be balanced. Again, self-care is the biggest part of team care, I think. And if you model that, people start to realize it's important. You know, the younger people that might burn themselves out trying to get somewhere, trying to get to the next step, or trying to impress somebody, or whatever the case may be, if they see you taking a step back and they see your success, maybe then they can start worrying about themselves too. Col. Naviere Walkewicz 22:34 I think that's a great lesson, leading by example. For sure. There are probably moments that you experience both at the Academy, while flying the F-22 or as an astronaut, where you don't have the luxury of balance. How do you navigate that and how do you help others get to that space maybe quicker? Col. Nichole “Vapor” Ayers 22:53 I think of everything as a season in life. It might just be a busy season, and you might just have to put some time in but making sure that you are planning ahead and know that you're gonna be able to take some time and reset. And that could be anything, right? That could be personal life, professional life. That could be the four-week training trip that we've got is going to be rough, and its multiple time zones, and it's a ton of training, it's a ton of information. You just have to get through it. But then, that week, when we got home, I made sure my schedule was a little lighter. Whatever the balance is, I think of things in seasons. Crew-10 can do hard things, right? And that came from — you can get through this next training session, right? But we're gonna do a mask-to-suit transition, which is like in a fire, you've got a mask on. You have to get from that mask into your spacesuit. It's a significant physical event. And there's limited oxygen; there's limited ability to breathe in the suit when in that specific environment. And so how do you slow down, take the breaths you need to get in there to not then get to a point where you're panicking, right? Or that you're too exhausted or too hot or overdid, or whatever it is, right? So I think even just that, that is a season. We're going to do two hours of this. That's my season, and then we'll get out of the simulator, we'll take a break, right? And if it happened on orbit, it would be like, “We're going to get through this. We're going to solve the problem. We're going to manage the emergency, and then once things are set, we'll have a moment to breathe.” So that's kind of how I think of it. Col. Naviere Walkewicz 24:21 Did seasons come something, a term that you kind of realized maybe at the Academy, you were a volleyball athlete at the Academy, and so volleyball has a season. But my question is, like, how did you come to that realization? Like, “Oh, I can get through this, and I put it in a bucket of time.” Col. Nichole “Vapor” Ayers 24:35 You learn a lot of time management at the Academy, and when you're in the fall, you're really busy, spring season is less busy, and so you kind of learn early how to manage. Like, “OK, I've got to run. I gotta sprint,” right? “And then I can jog later, or I can walk later.” So, I think you learn that growing up in school, and you know, if you play sports or you do extracurricular activities or other things like that, or even just seasons in life at home, life ebbs and flows. I don't even know when I started saying it, but my sister and I started saying “seasons of life” to each other a long time ago. You know, she's got three kiddos, so she's been in all sorts of seasons. But, yeah, it's just, you know, I think I started to time block things, or block things off and just, and that's the only way you're going to get through life, is if you focus on what you need to do right now, be good at it, and then move to the next thing. You can have an idea of what's coming next, but you have to be present and do what you're doing there. Yes, so, yeah, seasons, time, blocks, whatever you want to call it. Col. Naviere Walkewicz 25:39 I like that. Well, you brought up your sister, and so you're an auntie of three. Let's talk about your personal life and leadership, some experiences you've had navigating your schedule. You're on the road so much. How do you prioritize? I guess the things that are important to you when you have such a heavy schedule, yeah, being on the road and the people that are important to you, right? Col. Nichole “Vapor” Ayers 26:03 Man, I think that for me, my family has been a huge support system my whole life. My twin sister — built in best friend.   Col. Naviere Walkewicz 26:13 And who is older? Col. Nichole “Vapor” Ayers 26:14 She is. She's got me by a minute. Col. Naviere Walkewicz 26:18 OK. Does she hold that over you?   Col. Nichole “Vapor” Ayers 26:20 Yes, of course she does. We've just always supported each other 100% and everything. She's been my biggest cheerleader through all of my life, and I've been her biggest cheerleader through all of her life. And you know, my main goal in life is to be the coolest auntie, like the best auntie, and I would die happy. And they're a huge priority to me. I see them every couple two to three months — since my oldest has was born. So for the last 14 years, just made it a priority, even if it's like, leave late on a Friday night and then get home late Sunday night, I make the effort to go see them and to interact with them. And you know, to help foster them. You know they're growing up. And I love watching kids grow up and experience the world and see what can be done. Their dad's a Marine, their mom's this really successful real estate agent, their auntie' a pilot-slash-astronaut. You know, they've got, like, all these no family that's really not doing very much. Yeah, you know, they've got all these really great role models. And my goal is to just show them that it doesn't matter who you are, like they only ever know me as auntie. Like they know I'm an astronaut, and they love that. Their friends know that I'm an astronaut. Anti vapor, no, no, yeah. But, you know, like, they're always gonna get a big hug from auntie, like, that's, that's what's important to me. Col. Naviere Walkewicz 27:36 Well, you mentioned, going into space, being an auntie. So, would you describe your time and space is, it's probably out of this world. I mean, that's, wow, that's terrible. That's terrible I said it that way. But I think you've mentioned it is kind of the best time in your life. Col. Nichole “Vapor” Ayers 27:52 Yeah. Best five months my life. Col. Naviere Walkewicz 27:56 Best five months of your life, and it's passed. Now, when we think about our evolution, whether personally, professionally, as leaders, etc., we have these ideas in our mind, like, this is the pinnacle. How do you navigate what's next after you've experienced that pinnacle? Col. Nichole “Vapor” Ayers 28:14 Yeah, that's a great question, and I think it's something that a lot of us struggle with when we come home. What's next? We get six months, some time to think and kind of get reintegrated. And you don't necessarily have to go back to work right away. I was able to spend a ton of time with my sister and her kiddos. Yeah, what's next. And I think for me, like the drive out to the launch pad, I was like, “Man, I've made it.” You know, the first time I looked out the window from Dragon, “I've made it.” First time we crossed the hatch, and I went and looked out the glass like, “Wow. The hard work paid off.” And I still feel like that to this day. I would have spent four more months in space if they had asked me to, and I would have turned around and launched right back then the day that we landed, and it was because of the crewmates that I spent it with and the fulfillment that I got from the mission. But I think you can find fulfillment in a lot of ways. And you know, my job, now that I've been back, I'm going to be working with the new class of astronauts and their training for spacewalk. So in the Neutral Buoyancy Lab, our big pool, like, my job is to be their mentor as they go through the spacewalk training. And you know, like, I cannot wait. I'm so excited. I cannot wait to have an impact and try to help teach this next generation of spacewalkers, this next generation of astronauts, to be better than us. I find a lot of fulfillment in making the next generation better. So I think, however the fulfillment shows up for people, I think as long as you can find something, there you'll be happy. Going to space was great, but teaching and instructing and mentoring is also really fulfilling for me. Col. Naviere Walkewicz 29:54 And that will be 10 of them? How many will that be? Col. Nichole “Vapor” Ayers 29:55 Ten.   Col. Naviere Walkewicz 29:56 Ten. So then you'll have 13. You'll be auntie to 13. Oh, that's wonderful. What have you learned about yourself since then? You know, you've evolved as a leader through different situations, high threat, high risk. Safety is paramount. All of those different experiences. And now you're back on Earth and you're about to, you know, mentor. How have you evolved your leadership, and where would you say you're trying to go? Col. Nichole “Vapor” Ayers 30:23 Where am I trying to go? I think, for me, leadership is also about being vulnerable and being open and honest with people about failures or hardships and so, you know, like in the flying community, if you make a mistake, you're immediately like, “Hey, I messed this up. Here's how we fix it.” And that's something that we do at NASA as well, especially on a grand scale, right? Thousands of employees and everybody like, that's the only way that we get to space is by admitting when we've made mistakes, talking to each other about how we fix it and sharing those lessons learned. And so I think that especially when you get into the higher roles of leadership, it's important to go, “Hey, I messed up,” or, “Hey, I don't know the answer.” And being transparent with the people that you're working with. And if you don't know it, but you know where to go find it, like, “I'll get that answer for you,” instead of making up an answer, trying to figure out how to look like you're in charge, right? It's really important to me to also show that we don't know everything. We're human. We make mistakes, and it's OK to make mistakes, as long as you share it, and you share the lessons learned, and you make the next person better. Col. Naviere Walkewicz 31:32 Did you experience that personally? Did you have a moment in which you had to say, “Hey, I made a mistake,” and that's helped you realize that being vulnerable is really important or is that just something you've seen done really well? Col. Nichole “Vapor” Ayers 31:40 Oh, I've admitted a lot of mistakes. You know, I made a couple pretty big mistakes in the Raptor. Everybody's gonna make a big mistake at some point in their life. And, you know, I think that that was something that was modeled really well in the flying community early on. And it's something that's not tolerated if you're not willing to share your lessons learned. It's not tolerated in that community. That's a really good thing. I learned that in pilot training, right? If your buddy in your class makes the same mistake the next day that you made, you get in trouble because you didn't tell them how to how to prepare. And so it's fostered early on, especially in the flying community. I can't speak to any other community because I grew up there, but it's fostered early on, and so it's just something that comes naturally. I think eventually, because you just, you've seen it done so many times, and if you want other people to succeed, you're going to do it. Col. Naviere Walkewicz 32:29 All right. Well, we have two questions left. The first one is, what's something you do every day to be a better leader? Col. Nichole “Vapor” Ayers 32:37 That's a good one. This is gonna sound silly, but I sleep. Like, I'll go back to the self-care thing, right? Like, I put a lot of attention into being healthy, being hydrated, sleeping well. Like, if you take care of your body, your mind is going to do way more for you. And so I think you can show up as a better leader if you show up, rested, hydrated, fed, worked out whatever you need to do to be the best human you can be. Col. Naviere Walkewicz 33:09 That's what I try to do. OK. I like that a lot, and I think that's a good indication for me that six hours is probably not enough. Naviere needs a little bit more. And it's truth, because you told me, though I'm gonna do that. The second one is, if you could go back in time, maybe what's something you would have told yourself — your younger self — or maybe, as our cadets are listening, that you've learned and what they can be doing now to be a better leader down the road. Col. Nichole “Vapor” Ayers 33:34 If you run into a hardship or you fail at something, or something feels insurmountable, or you don't feel like you're ready, good enough, or whatever the case may be, doubt starts to seep in, right? I would say, rely on the support system that you have. Rely on the people around you. Talk about it. Figure out, you know, “Hey, I failed this GR, like, man, this kind of sucks.” And you know, maybe you just need to hear me say it out loud, and maybe I just need to get it off my chest, or maybe I need help trying to figure out the solution for whatever the case may be. So, you know, I had a built-in team on the volleyball team. I had a built-in friends and teammates that I could lean on. Maybe that's your squadronmates or your classmates, or whoever it is, right? And I think finding the friends that you can rely on for the rest of your life. Professionally, I've got a friend here that I met in the F-22 community. We've been friends for almost a decade now, and he's still one of the first people that I call when something happens, like, “Oh, I messed this up today. Help.” So, you know, finding a support system. My sister's the other person that I call first off. Col. Naviere Walkewicz 34:38 She probably knows you're gonna call when you call. Col. Nichole “Vapor” Ayers 34:39 Yeah, we talk way too much. But, you know, having that support system around you and finding people that really bolster you and get you across that line and help you find the courage to take the next step, I think that's really important. Col. Naviere Walkewicz 34:54 I know I said there was only two, but as I've listened to you, I just think you're just you're just remarkable, and maybe what's something that you're proud about yourself as a leader. I would really love to hear that in your, you know— Col. Nichole “Vapor” Ayers 35:05 I think the thing that makes me the most proud as a leader is when somebody succeeds and it's something that I helped them do. I've had somebody come back and say, “Thanks for saying that.” That pushed me out the edge, you know, like, I'm really into building the next generation and make them better than us. And so if I see somebody succeeding, that's good. Col. Naviere Walkewicz 35:27 Well, this has been incredible. Is there anything that we didn't cover that you would love to share with the Long Blue Line in our community? Col. Nichole “Vapor” Ayers 35:33 Oh, man, the community is great. I think I would just say thank you to the community. I've gotten so much love and support from Coloradans, but also the Long Blue Line and the Air Force in general. You know, I love the community that we have. It goes right back to what I just said, right, finding a community that supports you and pushes you to do better and be better. And this is that community. Col. Naviere Walkewicz 35:55 Well, Vapor, I promise I'm gonna get more sleep, and I just want to thank you for being such an incredible leader and guest here on Long Blue Leadership. Col. Nichole “Vapor” Ayers 36:03 Thanks for having me back. Absolutely.   Col. Naviere Walkewicz 36:05 Thanks. You know, this conversation was really incredible with Vapor. I think some of the things that really stood out to me is just how incredible as a human she is. She brings humanity into leadership. She puts people first. She thinks about the team. She works hard. Don't forget to prioritize sleep. But I think really, some of the lessons that we can all take away can hit us all personally, because if you think about people first and taking care of them, and the fact that you have to take care of yourself too, you can go really far in leadership. So I really appreciate her today on Long Blue Leadership. And I'm Naviere Walkewicz, Class of '99. Until next time.   KEYWORDS Joel Neeb, Long Blue Leadership, Air Force Academy leadership, USAFA leadership, military leadership podcast, leadership development, leadership lessons, character-based leadership, leadership under pressure, leading with integrity, decision making in leadership, mentorship and leadership, values-based leadership, service before self, leadership mindset, leadership podcast interview, military leadership stories, leadership for professionals, leadership for entrepreneurs, how to be a better leader, leadership growth.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

On the eve of the NFL's legal tampering period, Monte and Sal break down what the New York Giants could do as free agency begins. Monte returns from Mexico sporting a visible injury (and plenty of cartel jokes), while the duo analyzes the team's key pending free agents—Jermaine Eluemunor, Cor'Dale Flott, and Wan'Dale Robinson—predicting which will return and which are likely gone. They game out cap space after restructures, debate top needs (cornerback, interior offensive line, linebacker, run-stuffing defensive tackle, weapons), evaluate realistic targets like Elijah Vera-Tucker, Jamal Dean, Kaden Elliss, Sebastian Joseph-Day, Rico Dowdle, Dallas Goedert, and Mike Evans, and discuss building a wide-receiver-by-committee approach around Malik Nabers versus chasing a splash veteran. Expect split predictions, scheme-fit arguments, and growing excitement for the new Harbaugh/Ponte/Shane era.Timestamps (Shortened with Corrected Names):00:00 – Intro & Monte's Mexico update01:03 – Free agency timeline & expectations01:57 – Team priorities & targets overview03:56 – Pending free agents breakdown19:15 – Cap space & restructuring plans26:30 – Cornerback targets & debate32:36 – Interior O-line targets & predictions38:44 – Linebacker targets & picks41:48 – Interior D-line targets46:58 – Weapons philosophy (run game focus)49:01 – Tight end targets & strategy53:48 – Running back targets & committee approach58:00 – Wide receiver committee & targets1:02:00+ – Final predictions & closing hypePlease Rate and Subscribe!Follow Us:@HesAGiantPod@montecri5to@queens_guy

Join Paul and the team on The Toon Review as we break down everything ahead of this massive UEFA Champions League clash.

In this solo episode, Michael Blank introduces a powerful strategy designed to help aspiring syndicators overcome the biggest obstacle in real estate: getting your first deal done. While most first deals take 6–12 months, Michael explains how you can dramatically accelerate your learning curve by running a “Live Sample Deal”—a simulated real-world acquisition that walks you through the entire process in just seven days.By analyzing a real property, speaking with brokers, building your team, and even negotiating an offer, you gain the experience and confidence needed to pursue actual deals. This practical exercise helps eliminate fear, expand your comfort zone, and move you significantly closer to closing your first multifamily investment.Key TakeawaysThe first deal changes everything — once you close a deal, brokers, investors, and opportunities start coming to you.Most first deals take 6–12 months, but you can accelerate your learning through a simulated “Live Sample Deal.”Confidence comes from action, not just education—walking through the full deal process builds real-world experience.Simulating a deal removes fear, especially the fear of making offers or raising capital.Running a sample deal can get you roughly 80% of the experience of doing a real transaction.Expanding your comfort zone is key—what once felt impossible (like a 50-unit deal) quickly becomes achievable after practicing the process.Connect with MichaelFacebookInstagramYouTubeTikTokResourcesTheFreedomPodcast.com Access the #1 FREE Apartment Investing Course (Apartments 101)Schedule a Free Strategy Session with Michael's Team of AdvisorsExplore Michael's Mentoring ProgramJoin the Nighthawk Equity Investor ClubReview the Podcast on Apple PodcastsSyndicated Deal AnalyzerGet the Book, Financial Freedom with Real Estate Investing by Michael BlankFor full episode show notes visit: https://themichaelblank.com/podcasts/session515/

Lisa Carlin, McCall Zerboni, and Jen Beattie are with you to recap the exciting action from matchweek 1 of the NWSL! Which match was the highlight of the week? Washington Spirit vs. Portland Thorns kicked off the week, and the Thorns upset the Spirit! Emily Sams joins the show after the Angel City vs. Chicago Stars match. And the first edition of the Team of the Week! Did your favorite player make the cut? 00:00 - Attacking Third NWSL MD1 Takeaways 04:01 - Orlando Pride vs Seattle Reign review 07:59 - Angel City vs Chicago Stars review 15:22 - Chicago Stars assessment after one match 20:04 - Washington Spirit vs Portland Thorns review 23:56 - Emily Sams interview 33:43 - Around the NWSL grounds 36:54 - Croix Bethune debuts for KC Current 38:59 - Defending champs Gotham FC win in Boston 41:40 - Expansion sides Boston Legacy and Denver Summit in their NWSL debuts 49:21 - NWSL Best XI for Matchweek 1 To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Feeling stuck on the revenue treadmill—working harder, selling more, but taking home the same? We brought on Kelly Wise, strategic bookkeeper and CFO for online business owners, to break down how to build sustainable profit you can count on and finally pay yourself with confidence. Together we challenge the myth that growth alone fixes cash flow, and we show how expenses quietly swell to meet your sales unless you plan your margins on purpose.We start by defining sustainable profit in plain terms, then map it to the season your business is in: growth, maintenance, or restructure. Kelly shares the TIP framework—Time, Intention, Predictability—so you can choose how much energy to invest, plan outcomes upfront, and create profit that repeats. You'll learn how to spot the red flags of an unsustainable model: endless hours, flat take-home pay, reactive spending, and the urge to throw money at ads or hires without a clear strategy.From there, we turn bookkeeping into a power tool rather than a tax chore. Kelly walks us through the five expense buckets—Owner Compensation, Team, Marketing, Business Health, and Operations & Delivery—and how to convert each into a percentage of revenue to see what's healthy, what's bloated, and what's starving your profit. We dig into common pitfalls like over-indexing on ads, stacking subscriptions that go unused, and underinvesting in team support that would free you for sales and delivery.If you want a 90-day plan to lift profit without adding hours, we outline three simple moves: run a 15-minute profit pulse, cut low-ROI recurring costs, and right-size your team so your time goes to high-value work. For owners not on payroll, we clarify how to pay yourself from profit and set aside taxes intentionally. To make it concrete, Kelly shares her Create Predictable Paydays calculator—a simple, visual tool to average your revenue, expenses, and profit, then plan how much goes to you, taxes, savings, reinvestment, or debt.Subscribe for more straight-talking strategy, share this with a founder friend who's stuck chasing topline wins, and leave a review with the one expense you're cutting this week. Your profit plan starts now.Read the full article.If you want deeper coaching, more transparency, and the episodes that actually help you make decisions faster in your business, then subscribe to Unhinged.Support the show

Ephesians 4 (ESV)Andrew, Isack, and Edwin discuss the goal of unity within a congregation and the important steps to accomplish unity.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=24875The 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/ 

What's one of the real ceilings on your firm's growth? Often, law firm promotion is one of them because the moment a firm owner wants to elevate someone and a team member wants to grow, the conversation can quietly break down before either side knows how to move forward. In this episode of Great Practice, Great Life, Steve Riley sits down with Patti Paz, coach and facilitator of the Atticus Team Leader Certification Program, to unpack what they call the promotion trap. Patti brings both law firm experience and coaching experience to the conversation, having worked her way through multiple roles inside a law firm and now helping team leaders grow into stronger leaders inside their firms. Steve and Patti walk through the three most common promotion traps that stall advancement. "I'm overwhelmed" can sound like a red light to an owner. "I'm not ready" is often fear dressed up as logic. And "pay me first, then I'll learn it" can create friction, even when the real concern is whether more responsibility will come with enough support. This episode is valuable because it helps both sides use better language. Owners learn how to stop doing drive-by promotions and start setting the right context with time on the calendar, clear expectations, and a real discussion about what needs to come off a team member's plate for a promotion to succeed. Team members learn what promotable behavior looks like in real life: ownership, initiative, better questions, and a willingness to learn. If you are a firm owner who feels stuck, this is a reminder that growth isn't only a business development problem. It's a people development problem. And if you are a team member who wants to move up, this conversation gives you language that opens doors instead of closing them. When promotion works, the owner gains leverage, the team gains leadership, and the firm has more room to grow. ____________ In this episode, you will hear: The promotion trap and why it limits firm growth Three promotion traps and what team members can say instead Why "I'm overwhelmed," "I'm not ready," and "pay me first" can stall a promotion conversation Why drive-by promotions usually backfire How to have a better promotion conversation from both the lawyer's and team member's perspective How the Atticus Team Leader Certification Program can help develop team leaders and test promotability Why firm growth depends on growing your people ___________ Subscribe & Review Never miss an episode. Subscribe on Apple Podcasts, Spotify, or YouTube. ⭐Like what you hear? A quick review helps more people find the show.⭐ If there's a topic you would like us to cover on an upcoming episode, please email us at steve.riley@atticusadvantage.com. ___________ Supporting Resources: Patti Paz, Practice Advisor https://atticusadvantage.com/team/patti-paz/ Team Leader Certification Program: Get $500 off your Team Leader Certification Program! Use promo code: TLC500 https://atticusadvantage.com/law-firm-team-leader-certification/ Ep 117: Onboarding as a Competitive Advantage: 7 Essential Tips for Law Firms with Lori Pulvermacher https://atticusadvantage.com/podcast/strategic-onboarding-for-law-firms/ Ep 10: Train Your Team Members, Free Up Attorneys' Time https://atticusadvantage.com/podcast/train-your-team-members-for-client-intake/  Ep 19: What is a Team Leader and Do I Need One? with Patti Paz https://atticusadvantage.com/podcast/what-is-a-team-leader-and-do-i-need-one-with-patti-paz/ Ep 88: 4 Levels of Team Empowerment with Patti Paz https://atticusadvantage.com/podcast/4-levels-of-team-empowerment-with-patti-paz/ Workshop: The Path to a Great Practice & Great Life https://atticusadvantage.com/workshops/the-path-to-a-great-practice-great-life/ Build My Great Team Mark Wight https://idahoestateplanning.com/about/ Atticus Newsletter https://atticusadvantage.com/newsletter-signup/   ___________ Curious about growing your own practice without burning out? Contact Atticus to see whether our law firm coaching can help you strengthen attorney success, refine your law firm business strategy, and build a practice that actually supports your life. This podcast for lawyers is part of our broader legal podcast library, offering practical insights on how to grow a law firm through stronger law firm leadership, law firm pricing and management, smarter marketing, intentional hiring, efficient operations, healthy law firm culture, and sustainable profitability, all while addressing law firm burnout and the realities of modern practice. You can also sign up for our newsletter to get practical insights on how to grow a law firm: from law firm leadership and management to marketing, hiring, operations, culture, and profitability, so you can build a Great Practice and a Great Life.

 As learning and development leaders, we have lots of tools in our toolkit, and when others in our organization come to us with a challenge or an opportunity, we don't always have to point to training.Coaching is one alternative option that can help us and our nonprofits achieve our goals. While I've talked about coaching on the podcast before, I've never really explored executive coaching. So, in this episode, I've got Chris Wong with me to talk about the powerful tool that is executive coaching. He is an ICF-certified coach with nearly a decade of experience and has worked with leaders across nonprofit, government, and other sectors.▶️ The Value of Executive Coaching with Chris Wong ▶️ Key Points:0:00:00 From burned-out therapist to executive coach0:08:25 Executive coaching and its great power0:12:54 What executive coaching looks like0:17:57 The rippling impacts of executive coaching0:22:14 When is executive coaching the right fit?Resources from this episode:Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveConnect with GuestLinkedIn: Chris WongWebsite: myleadershippotential.comConnect with HeatherLinkedIn: Heather BurrightWebsite: skillmastersmarket.comBook an interest call with Heather here.⭐Was this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

In this Day 9 update from the Iditarod Trail Sled Dog Race, the race reaches a major milestone as the first expedition musher crosses under the burled arch in Nome. Norwegian expedition musher Kjell Rokke completes the trail in under eight days, drawing attention to the evolving Expedition Class and its role in the event.Meanwhile, on the competitive race trail, Jessie Holmes holds a strong lead with just over 100 miles to go, running a fast pace with Travis Beals in second place and closing the gap as both teams push along the Bering Sea coast toward Nome.The episode also features an in-depth musher profile of Travis Beals, highlighting his lifelong connection to sled dogs, his experience in junior racing, and his development into one of the sport's top competitors. Listeners also hear discussions about race strategy heading into White Mountain, trail conditions, and traditions such as food deliveries and life on the trail.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

The roads to Fort Wayne and Salem are complete. The teams now have to hit the roads to get there physically. Which women's team comes out the champs? Which men's teams survive to play for a national title? 2, 4, 6, 8, who do we appreciate? Those numbers will used this coming week as we work our way down from quarterfinals and semifinals. On Mondays' super-sized edition of Hoopsville, we show our appreciation for the programs still playing in the DIII national tournaments. We chat to all four of the women's programs still dancing and showcase a number of the men's teams that will lace it up on Thursday. Who might be best prepared as the national spotlight gets brighter for all? Guests appearing on the Hudl Hoopsville Hotline in Part 2: - James Cosgrove - No. 1 Trinity (Conn.) men's coach - Ben O'Brien, Kaeli Romanowski & Jenna Sloan - No. 2 Scranton women's coach, Landmark Defensive Player of the Year (1st Team), & senior guard - Olivia Argall & Brad Fischer - No. 4 UW-Oshkosh senior forward & women's coach - Mo Hirt - No. 8 Denison women's coach & players (interview conducted by D3hoops.com's Gordon Mann) Plus, the NABC All-Stars will be announced. We discuss who will be playing as part of Saturday's hors d'oevres to the men's semifinals. Hoopsville is presented by D3hoops.com from the WBCA Studios.

Dr. Lisa Riegel joins Rob Ramseyer to translate neuroscience into practical coaching leadership. She explains why behavior is the intersection of biology and context, how athletes' (and coaches') perceptions are shaped unconsciously, and why teams under stress often lose access to their best decision-making. The conversation moves from brain science to culture-building: psychological safety, proactive leadership, conflict, and why compliance-based leadership produces short-term obedience but not long-term commitment. Lisa closes with actionable routines coaches can use with large rosters to build self-awareness, self-regulation, and trust.Key Topics CoveredNeurowell + leadership: Why real change “starts in the brain,” not in policies.Biology + context: How leaders shape the environment to reduce friction and increase performance.Safe, supportive, proactive culture: A framework for building teams that sustain pressure.Perception filters: Why athletes respond differently to the same coaching behavior.Stress states & performance: Calm → alert (good) → alarm (bad decisions).Team-wide strategies: How to teach self-awareness at scale without needing a massive staff.Psychological safety: Not softness—an engine for disagreement, learning, and resilience.Positivity as training: How routines that notice “good” can shift team worldview and cohesion.Compliance vs commitment: Why punishment-based leadership backfires and what to do instead.Rapid fire: Favorite book, definition of success, favorite podcast, and a daily joy practice.Practical Takeaways for Coaches1) Coach the brain, not just the behaviorAthletes' reactions are often driven by unconscious perception filters. If a player shuts down, it may not be “attitude”—it may be how your style is being associated with past experiences.2) Teach self-regulation like a skillLisa offers a simple framework coaches can run in groups: “Name it, Own it, Control it.”Name it: What do you look/feel like when you're losing control?Own it: What's underneath it—what fear is driving the reaction?Control it: What works for you in the moment (breathing, reset routine, self-talk, walk-away, etc.)?3) Build “safe, supportive, proactive” cultureSafe: Emotional + intellectual safety (including real uncertainty around AI and change).Supportive: Agency + autonomy with accountability.Proactive: Don't get mad at predictable barriers—plan for them.4) Normalize conflict and train resolutionPsychological safety includes how a team handles conflict without fear of getting crushed or ignored.5) Use simple routines to shift team mindsetLisa describes the power of building “positive noticing” into team life (e.g., “two good things” at dinner; appreciation loops in teams) so athletes begin scanning for what's working, not only what's wrong.6) Replace compliance with commitmentPunishment may create compliance, but coaches want buy-in. The better pattern: clarify the “why,” provide a replacement behavior, and reinforce progress with meaningful positive feedback.Memorable Lines / Concepts“Behavior is the intersection of our biology and our context.”“You can't be upset by predictable situations.”“Compliance isn't commitment.”“When the alarm system takes over, the thinking brain checks out.”Books Mentioned / RecommendedNeurowell — Dr. Lisa RiegelAspirations to Operations (includes the 8C Commitment Framework) — Dr. Lisa RiegelAvailable on Amazon.Connect with Dr. Lisa Riegel (lisariegel@epinstitute.net)Educational Partnerships Institute (Founder & CEO): www.epinstitute.net Books: Neurowell and Aspirations to Operations (Amazon)www.lisariegel.com

This week was a whirlwind for D.C. sports, and we've rounded up the heavy hitters to break it all down. From the Commanders' roster overhaul to NFL Draft buzz, here are the must-listen highlights from 106.7 The Fan and The Team 980.

This week was a whirlwind for D.C. sports, and we've rounded up the heavy hitters to break it all down. From the Commanders' roster overhaul to NFL Draft buzz, here are the must-listen highlights from 106.7 The Fan and The Team 980.

This week was a whirlwind for D.C. sports, and we've rounded up the heavy hitters to break it all down. From the Commanders' roster overhaul to NFL Draft buzz, here are the must-listen highlights from 106.7 The Fan and The Team 980.

This week was a whirlwind for D.C. sports, and we've rounded up the heavy hitters to break it all down. From the Commanders' roster overhaul to NFL Draft buzz, here are the must-listen highlights from 106.7 The Fan and The Team 980.

Gonzaga basketball continues its incredible streak of NCAA tournament appearances and will face (TEAM) in the first round of the big dance on Thursday in Portland. How do we feel about the seeding? Does it matter? We'll break down the West region, project our likely match-ups and as the song says, predict how far we will go. We'll also look around the bracket for our most anticipated games, including those involving a certain tearful team from Moraga, and the upstart Santa Clara Broncos. It's the episode that's ready for roundball rock, on Free Ira Brown: THE Gonzaga Hoops Podcast! Support the Show at patreon.com/freeirabrown.

In this Day 8 update from the Iditarod Trail Sled Dog Race, the competition intensifies as the leading teams approach the Bering Sea coast. Defending champion Jessie Holmes continues to lead the field, with Travis Beals running just miles behind as the race transitions into its final stretch.Holmes added another honor to his growing list of awards by claiming the Ryan Air Gold Coast Award after arriving in Unalakleet with 13 dogs in harness. The award includes gold nuggets and commemorative artwork recognizing the first musher to reach the Bering Sea coast.The episode also discusses the evolving situation with the Expedition Class as one support musher withdraws while another continues toward the ceremonial finish in Nome. Listeners also hear a musher profile of defending champion Jesse Holmes and learn more about the history and superstition of Old Woman Cabin along the Kaltag Portage.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

In this episode of the Mushing Podcast, Robert Forto continues his conversation with early Iditarod racer Rod Perry. Rod shares firsthand stories from the race's rugged early years, including his experiences running the 1974 and 1977 Iditarod.The discussion dives into what racing was like when the event was still a rough, experimental challenge rather than the highly organized race we see today. Rod describes brutal storms on the trail, the steep learning curve faced by the first competitors, and the constant innovation required in gear, sled design, and dog care.He also shares stories about legendary sled dogs, early sponsorships, and the evolving culture of the race. The episode closes with Rod reflecting on how the Iditarod has changed over the decades and what the future may hold for dog mushing.For fans of sled dog racing and Iditarod history, this conversation offers a rare look into the experiences of one of the sport's early participants.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

On this Day 7 update from the Iditarod Trail Sled Dog Race, the field continues moving along the Yukon River as the race begins transitioning toward the coast. Jessie Holmes continues his strong performance on the trail, winning the Bristol Bay Native Corporation Fish First Award after arriving in Kaltag with 13 dogs in harness. The episode breaks down the current leaderboard, with the top teams spread across dozens of miles of trail while the back of the pack continues to make its way through the Yukon checkpoints.The show also highlights rookie musher Jody Potts-Joseph, a Han Gwich'in musher from Eagle Village whose journey to the Iditarod is deeply connected to family, cultural tradition, and life along the Yukon River. Listeners also hear another segment of Moment in Mushing History, revisiting Susan Butcher's historic third straight Iditarod victory in 1988 and reflecting on how the race has evolved over the decades.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

In this episode of the Mushing Podcast, Robert Forto sits down with a very special guest: nine-year-old junior musher Teos, also known as the “Tiny Musher.” Teos has already been racing in junior sled dog events in Anchorage and is gaining attention for interviewing mushers on social media to help promote the sport.Teos shares how he first stepped onto a dog team at six years old and describes what it feels like to race one- and two-dog teams in junior competitions. He also talks about the responsibilities of working in a kennel, from feeding dogs to helping prepare teams for races.Beyond racing, Teos has begun interviewing mushers such as Destiny Lytle, Buddy Streeper, and others, asking questions about their experiences and helping introduce new audiences to dog mushing. His goal is simple but powerful: to help keep the sport alive and inspire others to learn about mushing.Support our WorkLike this episode? Share it with your mushing friends!Love the show? Subscribe, rate, review, and shareSign up for our Newsletter HEREJoin the On-Air Media Coaching waitlist for a chance to get coached on the air by Rober and get your podcast questions answered in real time.Apply now to the Team and Trail Foundation funding page and get support to turn your outdoor, education, or community project into a real impact.Apply for the Mushing® Media Accelerator and get deeper support and expert guidance tailored to your specific sponsorship and media goals. Email us at podcast@mushing.comFollow Mushing® for more muhsing news, insights, and more: Facebook | X | InstagramYou can contact us here: Podcast@mushing.com © 2010-2026 by Mushing® All Rights Reserved

This Week on the Toy Power Podcast; we get the ball rolling with another Classic Round of The Team. This episode focusing on two unique 80's Toy Properties that are much larger than majority of your other Action-Figures in your ToyBox. Centurions & Bravestarr; join forces to build the Ultimate Good-Guys Crew! Consisting of the stand-out Characters that fit the criteria of: Leader, Muscle, Specialist & Wheelman. Plus an Iconic Vehicle they can get around in! (Spoiler alert, there aren't many characters to pull from this round, so be ready for some clear winners & some heated debate too! Then in our second segment for the episode; we lean on another staple classic topic: Show & Tell. With a VERY mixed bag of Toys to chat towards, its an overall fun round table discussion around what each of us have brought in; as well as why each item is special in it's own right. Enjoy! Support the show: http://patreon.com/toypowerpodcastSee omnystudio.com/listener for privacy information.

Team insiders Ryan Mink and Garrett Downing share their thoughts on the introductory press conference with Trey Hendrickson, General Manager Eric DeCosta and Head Coach Jesse Minter, including what Hendrickson will bring to the Ravens pass rush, why he signed with Baltimore, his Super Bowl aspirations, what's next for DeCosta in free agency and more.See omnystudio.com/listener for privacy information.

Sanktionen gegen Russland: USA erlaubt zeitweise Verkauf von auf Tankern verladenem russischem Öl, Massive Kritik in Europa an Lockerung der Russland-Sanktionen durch die USA, Unverminderte Angriffe der Kriegsparteien im Nahen Osten, Polens Präsident Nawrocki blockiert Gesetz für milliardenschwere Rüstungskredite von der EU, Rekordsummen für Gitarren von Musiklegenden bei Auktionshaus Christie's in New York, Drei weitere Medaillen für das deutsche Team bei den Paralympics, Das Wetter Hinweis: Der Beitrag zum Thema "Paralympics" darf aus rechtlichen Gründen nicht auf tagesschau.de gezeigt werden. Korrektur: Die Sendung wurde nachträglich bearbeitet. Wegen technischer Probleme funktionierte der Übergang zu unserer Schalte nach Moskau nicht. Wir haben die Sendung nachträglich bearbeitet.

Atlassian announced that it is letting about 10% of its workforce go today. Management said it was because AI is making the company more efficient, but we're wondering if there is more to it than that. Plus, some napkin math on the Strategic Petroleum Reserve release and Dollar General's most recent earnings Tyler Crowe, Matt Frankel, and Jon Quast discuss: - Altassian's Layoffs - The challenges facing SaaS companies in an age of efficiency - Assessing the impact of the SPR release and how it changes our investing approach - Dollar General's earnings and its ongoing turnaround project Companies discussed: TEAM, XYZ, DG, FIVE, WMT, TGT Host: Tyler Crowe Guests: Matt Frankel, Jon Quast Engineer: Dan Boyd Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit ⁠⁠⁠⁠⁠⁠⁠⁠megaphone.fm/adchoices⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

There's a ton of talk lately about whether large or small families are better for kids, with most people saying small families are "obviously" better. This comes on the heels of influencer Ballerina Farm sharing that she's pregnant with her 9th, after which she received pretty hard push back from some people on X. In this episode, I'll walk you through why you're probably thinking about large families wrong, and explain the family teams way of thinking about this where the larger the family, the larger the blessing. On this episode, we talk about:  0:00 Intro 1:15 Blindspots 4:26 Peers vs parents 7:08 Can you expect older children to "parent" younger siblings? 11:02 Living like a family TEAM Follow Family Teams:   Facebook: https://facebook.com/famteams   Instagram: https://www.instagram.com/familyteams   Website: https://www.familyteams.com Resources Mentioned: FREE 5 Day Email Series to Turn Your Family Into a Team: https://familyteams.com/transform/ Rebecca Reid X: https://x.com/RebeccaCNReid/status/2028157735892631620 ---  Hi, welcome to the Family Teams podcast! Our goal here is to help your family become a multigenerational team on mission by providing you with Biblically rooted concepts, tools and rhythms! Your hosts are Jeremy Pryor and Jefferson Bethke. Make sure to subscribe on Apple, Spotify, or YouTube so you don't miss out on future episodes!

Ever feel tired and wonder what to do about it? With the recent shift from daylight saving time, a lot of runners are feeling the effects of disrupted sleep—and that small change can actually increase fatigue, slow reaction time, and even raise injury risk.That's why we wanted to walk through how we think about fatigue as coaches and runners ourselves.One of the biggest things we see is that not all fatigue is the same, and learning to recognize the difference can help you make better decisions about your training.We break fatigue into three main categories and address our stoplight framework: Normal training fatigue = Green light.This is the kind that comes with good training. Your legs might feel heavy at the start, but once you warm up and settle into the run, things start to feel better.Accumulated fatigue or stress overload = Yellow lightThis is when training stress combines with life stress. Poor sleep, irritability, higher resting heart rate, brain fog, and easy paces feeling harder than usual are all signs your body might need an adjustment.Red-flag fatigue = Red light This is when your body is clearly asking you to stop. Sharp pain, illness symptoms, deep exhaustion, lingering soreness, dizziness, or severe brain fog are signs that pushing through could do more harm than good.To help runners decide what to do on days like this, we share a simple three-question filter we use ourselves:• Is this physical fatigue or nervous-system fatigue?• If I start slow, does it start to feel better?• What is the intention of today's run?From there, the choice usually becomes clear: push through, adjust the workout, or take a full rest day.We also talk about why you almost never need to “make up” a missed workout. Trying to cram it back in usually creates more fatigue than progress. In our experience, chronic overload is far more damaging than the occasional missed run.The goal isn't perfect training. The goal is consistent training that respects your body, especially as we get older and recovery matters more.If you've ever wondered whether you should rest, adjust, or push through a run, this episode will give you a simple framework to help you decide.Join the 30 Day Running Reset and get a plan that will help you build a strong and injury-proof body by combining running and strength training in a way that actually works for runners like you.Gain access to my new secret podcast, Unbreakable: The Runner's Guide To Injury-Proofing Your Body After 40. Click here: https://www.realliferunners.com/secret Join the Team! --> https://www.realliferunners.com/team Thanks for Listening!!Be sure to hit FOLLOW on Apple Podcasts, Spotify, or your favorite podcast player Leave a review on Apple Podcasts. Your ratings and reviews really help and we read each one! Come find us on Instagram and say hi! Don't forget: The information on this website is not intended to treat or diagnose any medical condition or to provide medical advice. It is intended for general education in the areas of health and wellness. All information contained in this site is intended to be educational in nature. Nothing should be considered medical advice for your specific situation.