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The Bulletproof Dental Podcast Episode 426 HOSTS: Dr. Peter Boulden, Dr. Craig Spodak and Ian de Jongh GUEST: Cory Pinegar DESCRIPTION This episode explores the transformative potential of outsourcing and remote teams in dentistry, focusing on cost savings, efficiency, and practice growth. Guests share insights on building hybrid teams, leveraging international talent, and optimizing practice operations. TAKEAWAYS Outsourcing in dentistry Building hybrid teams Cost savings and efficiency International talent and remote work Practice management and analytics CHAPTERS 00:00 Introduction and Guest Credibility 01:16 Ian's Background and Connection to Dentistry 02:09 The Origin of Bulletproof Dental Ecosystem 02:56 Ian's Personal Journey and Family Background 03:56 The Need for Support Networks in Dentistry 05:06 The Value of Building Hybrid Teams 06:44 Decentralization vs Centralization in Dental Teams 08:52 The Impact of Unanswered Calls on Practice Revenue 11:57 The Productivity Myth in Dentistry 13:22 Layering Responsibilities in Dental Practices 15:14 Real-Life Examples of Call Overload 16:02 Missed Calls and Practice Profitability 17:23 Data-Driven Practice Improvements 18:21 The Emotional and Data Aspects of Practice Management 20:40 The Competitive Edge of Outsourcing 21:26 International Talent and Cost Savings 22:30 Overcoming Language and Cultural Barriers 24:35 Global Talent and Long-Term Practice Growth 26:18 Emulating Big Business Strategies in Dentistry 28:06 Financial Benefits of Outsourcing 30:23 Craig's Advice on Cost Per Hour and Efficiency 30:44 When Outsourcing Is Not the Right Fit 31:48 Setting Realistic Expectations for Outsourcing 32:58 The Importance of SOPs and Systems 35:59 Identifying the Gateway for Practice Improvement 36:40 Starting with Insurance Verification and Call Management 37:36 The Biggest Opportunities in Practice Management 38:16 Vetting and Integrating Remote Team Members 39:13 How to Connect with GetReach and Bulletproof 40:24 Special Offer and Next Steps for Listeners 40:56 Outro REFERENCES Bulletproof Summit Bulletproof Mastermind Reach
For more thoughts, clips, and updates, follow Avetis Antaplyan on Instagram: https://www.instagram.com/avetisantaplyanIn this episode of The Tech Leader's Playbook, Avetis Antaplyan and Daria Rudnik discuss the transformative impact of AI on leadership and team dynamics. They explore how AI is reshaping workflows, the importance of building trust and acceptance among team members, and the need for transparency in AI implementation. The conversation dives into the challenges of navigating AI anxiety and resistance, the significance of effective governance, and how leaders can prepare for a future where AI functions as a team member. Daria emphasizes the importance of clarity in communication and the need for ongoing conversations about AI's role in organizations.TakeawaysAI is reshaping how leaders think and define human value.Building self-sufficient teams is crucial in the age of AI.Trust between team members and management is essential for AI acceptance.Transparency about AI's role can alleviate fears.AI should be seen as a collaborator, not a replacement.Ongoing conversations about AI's impact are necessary.Effective governance is key to responsible AI implementation.Leaders must prepare for AI as a team member.Clarity in communication is vital for successful AI integration.AI is not just a tech shift; it's a shift in collaboration.Chapters00:00 The Impact of AI on Leadership and Teams05:06 Understanding AI's Role in Team Dynamics09:56 Building Trust and Acceptance of AI15:04 Navigating AI Anxiety and Resistance19:59 The Importance of Transparency in AI Implementation25:01 Creating Effective AI Governance29:59 Preparing for AI as a Team Member35:05 The Future of Leadership in an AI-Driven WorldDaria Rudnik's Social Media Link:https://www.linkedin.com/in/dariarudnik/Daria Rudnik's Website Link:https://dariarudnik.com/Resources and Links:https://www.hireclout.comhttps://www.podcast.hireclout.comhttps://www.linkedin.com/in/hirefasthireright
Liebes Team, wir haben eine nicht nur ein neues Team Member, sondern ab heute auch eine neue Präsidentin an Board! Sie leitet die Geschicke von Eintracht Braunschweig seit 2022 - und WIE! In der heutigen Folge gehen wir richtig tief rein: Was macht man als Präsidentin und stellvertretende Aufsichtsratsvorsitzende eines Vereins und 2.Ligisten? Was muss man dafür können? Wie führt man? Was ist ihr dabei ganz besonders wichtig? Kann man das auf andere Vereine übertragen und bedarf es überhaupt noch der Debatte darüber, OB wir Frauen in Führungspositionen brauchen? All das und mehr gibt es jetzt für euch - gepaart mit einer gehörigen Portion Mut! Hier ist für euch unser neues Team Member: Hier ist Nicole Kumpis! **Schnitt und Postproduktion: Andy Aksen** https://www.aksenmedia.de/ https://www.linkedin.com/in/andyaksen/
I've had the privilege of working with some of the world's greatest marketing minds—Gary Vaynerchuk, Todd Brown, Russell Brunson—and let me tell you, the deeper I go, the more I realize how most orthodontists, myself included, haven't been taught how to market effectively.In this episode of 5 Minute Friday, I walk you through a powerful framework I've learned: marketing as a pyramid. At the bottom of that pyramid are people who don't even know they have a problem, and at the top are the ones ready to take action. But here's the catch—most of us are marketing to the wrong level of awareness, with the wrong message, in the wrong place. That's costing us real money.Quotes“When you put a $500 discount in front of people who don't even know their kid needs ortho, you're wasting money—and missing the mark.” — Dr. Glenn Krieger“Pair the message you're sending with the awareness they have of your office. That's how you make marketing work.” — Dr. Glenn KriegerKey TakeawaysIntro & Why Money Talks (00:00)The Marketing Pyramid Explained (01:10)Different Awareness Levels & What to Say to Each (02:15)Why Most Discounts Fall Flat (05:20)A Real-World Breakdown: $500 Off Doesn't Work Here's Why (05:40)The “Make More Money” Meeting Announcement (06:45)8–10 Proven Ways to Boost Case Acceptance & Revenue (08:15)Why You Must Bring a Team Member (08:55)Additional ResourcesIf you've ever wondered why your practice isn't growing the way it should—despite all the ads and discounts—this is your wake-up call.
You're listening to Burnt Toast! We are Virginia Sole-Smith and Corinne Fay.Today our conversation is with Kim Baldwin, the newest member of the Burnt Toast team.Kim is the former digital editor for the Nashville Scene. Her culture writing can be found in places like the Nashville Scene, Parnassus Books' Musings and on her Substack. Kim has interviewed folks like Sarah Sherman, Trixie Mattel, John Waters, Samantha Irby and Tess Holliday.Originally a blogger, Kim started The Blonde Mule in 2006 and later turned her popular interview series “These My Bitches” into a podcast called Ladyland. Kim writes a weekly newsletter about books and pop culture, teaches social media classes and is a frequent conversation partner for author events in Nashville.If you enjoy this conversation, a paid subscription is the best way to support our work!Join Burnt Toast
Devon Harris was serving in the Jamaican military when he was asked to represent his country at the 1988 Winter Olympics in Calgary. He joined David & Will to discuss his fascinating story. See omnystudio.com/listener for privacy information.
Cybercrime Magazine's newest team member is Jack Romeo Schlaich, Media Production Executive. He partners with cybersecurity companies in the U.S. and internationally to help them elevate and amplify their brands, products, and services across the Cybercrime Magazine media properties, including the Cybercrime Magazine Podcast, YouTube channel, Radio Station, and Online Magazine. In this episode, he joins hosts Amanda Glassner and Paul Spaulding to discuss his transition into the new role, what he's looking forward to, and more. The Cybercrime Magazine Update covers the latest projects and developments at Cybercrime Magazine. For more on cybersecurity, visit us at https://cybersecurityventures.com
Jason Hull, the founder and CEO of Door Grow, and Sarah Hull, the COO, discuss the professional lessons learned from the departure of a long-term team member. They describe the experience as bittersweet, acknowledging the torn feeling between being happy for a departing employee who has a great new opportunity and not wanting to lose a valuable team member. You'll Learn (00:00) Bittersweet Departure: Empathy in Leadership (01:03) Maddie's Journey and Role Development at Door Grow (06:33) Security Through Documented Processes (11:08) Confidence in the Door Grow Hiring System (12:44) The "Super System" and Scalability (15:56) The Value of Structure and Culture Quotables "I think that's the first thing about being a leader is not only wanting what's best for you and the business, but truly wanting what's best for your team." "Having processes documented has always given me a sense of security." "The slowest path to growth is to do it alone. So let's grow together." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:02) Hello everybody, I'm Jason Hall. This is Sarah Hall, the founder and CEO and the COO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profits, simplify operations, and we run the leading property management mastermind in the industry with more video testimonials and reviews than any other coach or consultant in the industry. So let's get into the show. All right. So we got some news this past what week from my daughter. I need to get rid of that. OK. We got some news this past week from my daughter, Maddie, that she is leaving. DoorGrow, she got another job offer. And so my oldest daughter has been working for DoorGrow for five years now. Which is wild. And so I remember she called me up from college and she couldn't find a job there. And she later told me the last thing she wanted was to ask me for a job or to work for me at the time. I guess she was just humbled enough that she had to come to me and ask for a job because she's like nobody was hiring around her campus because it was just a college town. Everybody had taken all the jobs and so she asked if she could do some work for me and ⁓ she started doing some graphic design stuff and she was working on her marketing degree and ⁓ she ended up working for us and she's handled all sorts of things. My social media, DoorGrowth social media. graphic design stuff, video editing, podcast editing, ⁓ lots of stuff. Client support. And then we moved her into client success. And so then she was managing client success on our team, helping to retain clients and make sure they're supported. that's, yeah, so she's had quite the journey of growth here at DoorGrow. And she was really nervous to tell us that she was leaving. She was like very concerned about this. And I told her, it's okay, I just want you to be happy. So excited to see her move on to the next thing that she's gonna do. This is like her first job outside of DoorGrow, as far as I know. And so I'm excited for her. ⁓ So we were just thinking like, what are some lessons that we are getting from this experience? And ⁓ yeah, so we thought we'd talk about a few of those things. The first thing is that moment where you go, I'm losing a team member. And you're kind of torn and you're stuck in between, I'm so happy for them and I want this great opportunity for them and I want what's best for them. And also, man, I didn't want to lose them. That happens a lot. And I would say to anyone out there that has experienced something like that, we had a client. Jay Shaw that had an amazing person in his business and this person got their dream job opportunity and came to him and said, hey, I don't know what to do with this. And he did exactly what we said. You have to take it. If you want to take it, want you to take it. I want you to do what you think you need to do and what's going to make you happy and what's going to give you opportunity to learn and grow and challenge yourself and experience different things. Right. So I think that's the first thing about being a leader is not only wanting what's best for you and the business, but truly wanting what's best for your team. Yeah. So that's what, you know, she's my daughter. So of course I want whatever's best for her. Um, one of the things that I realized, one of the things that I've always been particularly good at is identifying personalities. One of the things we wanted to recommend to all of you is that it's really important to understand your team members and their personality. Meaning, like getting to really know what their natural inclination is towards, not what they're skilled at, not what they're already trained at, but where would they naturally gravitate towards if they had had other opportunities. so Maddie's personality type, she's extroverted. naturally. I saw this in her growing up. ⁓ She's very much a feeler. She's ⁓ organized and ⁓ so yeah, so was very clear. Ladybug okay good. I think I on your foot So totally live. All right. So, ⁓ yeah. So what was I talking about? You were talking about ladybug finding, finding the right personality. ⁓ right. Okay. So Maddie and Myers-Briggs would be probably an ENFJ, right? ⁓ they're great at community. They're great at connecting with others. And she was going to school and eventually graduated while working at Door Girl. for like graphic design, marketing related stuff, advertising, and she thought, I'm gonna be a graphic designer. Well, I was like, Maddie, are, like, this is, you're naturally great with people. I'm thinking you should move into client success. We had a team member leave. She started taking over client success and doing the social media and graphic design stuff and things like that and podcast editing. And then, We knew we were gonna scale and so we said, and she knew and she said, well, if I have to pick one role or the other, I think I'll pick client success. And so it's awesome to be able to have that as a father, I think it's super important to understand your kids and to not try to push them into being what you are if you're an entrepreneur, not trying to push them into a certain job or career path in school, but to. move them towards what their natural personality would be inclined to succeed and win at that they would love to do. And so that's what I've done as much as I can with all of my kids. so Maddie, I thought, let's move her into client success for sure. And when we put her into that, eventually she chose that. She really recognized that she had a skill at that and she was really, really great at it. And that allowed her to grow and develop new skills besides just graphic design. ⁓ But yeah, she's learned a lot of different skills at DoorGro. She didn't know how to do video editing. She was very much into graphics and then she started editing our videos for us and figuring it out. And so over the years, she's just developed a whole bunch of skills. She's invaluable, super smart, learns lots of stuff. The other, I think, important lesson that is important, you talked about team members, when they leave and how you freak out. Well, we're not really freaking out. And why? Why are we not freaking out? we're sad to see her go. Sad, happy, bittersweet. A little bit of bittersweet feeling there. we're prepared for any and all of our team members at all times just in case anything happens. And that's one of the things is if they do decide to, for whatever reason, exit their role at your company. we have all of our processes already documented for each of our team members. So now that she's stepping out of that role, it's not like we're back here scrambling going, we have to hurry up and figure out how she's doing things and have her write it down and have her train somebody else and get everything out of her head. All of that already exists, which means that when we hire someone to step into that role, it will be infinitely easier for them because everything that Maddie is doing is already documented. What she does and the steps and the systems and the tools that she uses and how she's doing each thing, it's documented in our system. So that in case a team member or sometimes you have several leave at a time, didn't you have a guy that won the lottery and his whole team left? Somebody called me once. So they lost their whole team because they had an office betting pool with the lottery and they won and everybody quit their jobs. So now you have no team. Yeah. So yeah, very suddenly not likely to happen too often, but no, it is nice. as a, as an entrepreneur, as a founder, as a CEO, having processes documented, which we've had for years and years at door grow. has always given me a sense of security. There's always a sense of anxiety if you don't have those documented that somebody could leave or somebody could be out or get pregnant or be injured or whatever. And move away. Yeah. Take care of a sick family member. Right. Things happen. Life happens. Humans are humans. And so the challenge is if you don't have these things documented and you want them fresh, you want them being used, you want them documented by the people that are actually using them. so Maddie's leaving, so she went and reviewed the processes. Most everything is documented. There were some, she was like, I think we're missing this thing that I've recently started doing, or this little thing needs to be updated a bit. And so she's making some final tweaks to update the processes. But it's every team member's job to keep updated and maintain their processes. So this is why it's very important to have a process system. that is intuitive and easy enough for everybody on the team to use it. And this is why we use what used to be called DoorGrow Flow. We use Flusos and ⁓ F-L-U-S-S-O-S. And it's kind of that in between, it's like flowchart software. It's visual, it's super intuitive and easy. Our team can drag and drop things and build out the process and then they can actually use that process and run it and like work through the workflow. And so it's kind of like a mashup between Lucidchart, Revisio, and Process Street, or Asana, or any sort of checklist system. And checklist systems are not enough. They're just not sufficient enough. They're not clear enough. And ⁓ they're too linear. And there's issues with those. And so we found that this is a superior upgrade from what we used before, which was like Process Street. So having that system that Sarah, who doesn't like tech very much, will go in there and loves using it and updating processes. Maddie can go in and update her own. Giselle and her team can go and tweak or change her process. anybody on the team, and I actually don't even log into it. I don't have to use it, which is the first process system. And we've had several that we've ever used where I don't have to live in it. I don't have to work in it. We've set it up so that if anything needs to be assigned to me, it goes to a role called Jason's assistant. And then the assistant comes to me and says, hey Jason, we need you to do this thing. And so I was able to get myself out from not just having to manage and control and make every process and get really nerdy and build logic and things to hide and show and to the point where I didn't even understand it a year later and then would have to, if it broke, I had to get into it and fix it or weird connections to Zapier and stuff like this. Yeah, it just makes it so much more intuitive. drag and drop and that's been a game changer. So that's something else we realized through this process. It's like we're not really freaking out or concerned. You know, just a little sad Matty. So, all right. So ⁓ anything else? Well, speaking of things that are game changers, let's hear from our sponsor. ⁓ yeah. So today's sponsor is cover pest. Cover Pest is the easy and seamless way to add on-demand pest control to your resident benefits package. Residents love the simplicity of submitting a service request and how affordable it is compared to traditional pest control options. Investors love knowing that their property is kept pest free. And property managers love getting their time back and making more revenue per door. Simply put, Cover Pest is the easiest way to handle pest control issues at all your properties. To learn more and to get special DoorGro pricing, visit coverpest.com slash door grow. All right. So that's our sponsor. right. So other lessons or things that we're realizing. ⁓ One, another reason we don't have a bunch of anxiety is that if we ever need to replace a team member, we have an amazing hiring system. This is one of our proprietary pieces of IP that's been a game changer for ourselves. and has allowed us to be able to take care of all of our clients and help them replace entire teams if necessary, help them get that key team member they need that's going to be the game changer to get them to the next level. And that's DoorGrow Hiring and our DoorGrow applicant tracking system. And so this has been a significant tool that we've used for lots of clients and for ourselves to build out our team. And so we confidently know, like we've got a system that's going to get us somebody that is a good culture fit for us that shares our values, which means they won't steal from you. It means there'll be a personality fit for the role because we understand and have engineered the job descriptions for ourselves and for all of our clients so that it attracts or creates interest in the person that is the right personality fit for that particular role. And then skill fit. We have assessments and tools to figure out are they going to be able to develop the skill or do they already have the skill so that we can make sure that we're getting the ultimate hire because one bad hire is easily a 10 grand minimum mistake and probably three months of your time wasted. So being shot in the foot trying to train them and then they leave or you have to fire them, right? So we're really good at BDMs, which is a big need of our clients. We're really good at operators, which is a big need for our clients. so they can get out of the day-to-day operational control of the business and make sure the business is moving forward and build out what we call our super system, people planning a process. So these are some key things that make it not so big of a deal if we lose a team member. We're confident we can get them replaced pretty quickly. We can get them up to speed quickly because of our process and we're going to make a good hire. So, and we're able to get that system built out into our clients' businesses as well, which is A game changer, if you listen to us and you start adding a whole bunch of doors, then that can cause a lot of constraints and issues in your business to come to the forefront. And if you have our super system hiring the process, planning all built in, planning is DoorGrow OS. If you have all these things built in, then your business becomes infinitely scalable and you're not going to get stuck. You can just continually keep growing and adding doors. So cool. ⁓ Any other lessons or things about Maddie? We could, I would say so many good things about Maddie. So I think one of the things too that it just kind of shows when you put the right person in the right role, the results that you get because clients always tell us, Maddie is so great. Maddie is so great. Wow, Maddie is so great at what she does. Wow, I just love Maddie. Yeah. So. that tells us, we already know, but it tells us, hey, this was such a good fit for her. She truly enjoys this. She is great at helping people and she's thriving in a role like that. And I know that she will do great at anything that she decides to do. And I think that's one of the things that was so great is kind of watching that growth and development because when she came on, in the very beginning, was part-time. She was going to school, so she was part-time, and she was dabbling in just little tiny pieces. And then she would do a little bit more, and the hours would increase, and she would take on a few more things, and hours would increase, and then she would take on a few more things. And her role truly developed, and that allowed her growth and development as well, which a lot of times, that's something that great team members are really looking for. Yeah, in the beginning she was like, how do I get out of this job probably? then she was I think she told you, I only want to work with you for what, a year or something? Yeah, yeah. And then I think she kind of realized, hey, there's good culture, there's good environment here. And then eventually she was like, hey, I'm graduating school, I think I really want to work with you guys full time. And so that was really nice. yeah. And I'm sure it's not easy working for your dad sometimes. don't know. So, ⁓ but yeah, it's been awesome having her. And it's been, I'm really going to miss being able to just tell everybody all the time. Cause I get to tell every potential client I talk to during the sales process, if I'm involved, I get to like brag on my daughter, my oldest daughter works for me and she's our head of client success. And I get to just be so proud of her. So. Now I just get to talk and brag about my wife, ⁓ which I always do that as well. So you can't leave too. I gotta be able to brag about somebody. So, all right. I'll stay just so you Just because of that? Okay, all right, good. yeah. But Maddie's amazing, so whoever gets her, who knows, maybe she'll be back. I don't know, Maddie. I don't know, maybe. Maybe she'll be like, hey, know, other companies are just not as amazing as DoorGro. And I didn't realize how terrible most are out there. and then maybe she'll be back, who knows? You know what will be very interesting is seeing a team member that we have get transferred into a different business just to see how things run because a lot of times that's something that people value a lot more than they even realize that they value is, hey, I really enjoy the support that I get here. I really enjoy the culture that we have here and the type of environment that we have here. And I really enjoy how structured things are. even if it's your dream job, if the company just doesn't have things together and you step into a role and all of a sudden you go, wow, everything is on fire here. This is awful. It's sometimes very eye-opening to be able to hop into even something that you think might be perfect. And I think that's one of the things that allows us to keep great people for a long time is really the structure that we provide and the way that we run our company. I would say that that is something that will be interesting to see. I'd like to do a little post interview with her and see how... She'll be like, it's been the best thing ever to not work Because you know what ours is, right? So how is their onboarding process? How is their training process? How is their assimilation process? What is all of that like? Because when you, and vice versa, when you come from a place that had nothing together and all of a sudden you find a place and you go, wow, thank God they have all of this ready to go. It's already. built, just feels very solid, feels very safe, it feels very put together and it's an environment in which team members are truly set up for success and to thrive in a role. that's something that I really believe processes as part of that. It's not fun, it's not sexy, I know that, but it's really something that is so important to have dialed in. so that new team members coming in really feel like, I wasn't just thrown into the mix and told to figure it out. All right. Well, if Maddie sees this, Maddie, I love you, proud of you, and I'm going to miss being able to brag about you, but I'll still brag about you, but brag that you are working at DoorGro and are ahead of client success. So we've got some really big things coming up at DoorGro. We're really excited about the future. We've got a lot of irons in the fire right now, some big things we're working on that I think are going to be a game changer for the industry. And we're really optimistic, really excited. And so stay tuned to see what we're up to. Anything else you want to add before we wrap up? All right. Well, ⁓ for those of you that ever feel stuck or stagnant, you want to take your property management company to the next level, reach out to us at doorgrow.com. We would love to help you. For free training on how to get unlimited free leads, text the word leads to 512-648-4608. That's the word leads to 512-648-4608. Also join our free Facebook community just for property management business owners at doorgrootclub.com. And if you would like to get the best ideas in property management, join our newsletter at doorgroot.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We really appreciate it. Until next time, remember, the slowest path to growth is to do it alone. So let's grow together. Bye everyone. How do I end this? ⁓ there we go.
Prabhleen Kaur: When Team Members Raise Concerns with Clarity, Not Anger Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "My idea of success as a Scrum Master is when you look around, you see motivated people, and when something goes wrong, they come to you not in anger, but with concern." - Prabhleen Kaur Prabhleen offers a refreshing perspective on measuring success as a Scrum Master that goes beyond velocity charts and feature counts. She shares a pivotal moment when her team was in production, delivering relentlessly with barely any time to breathe. A team member approached her—not with frustration or blame—but with thoughtful concern: "This is not going to work out." He sat down with Prabhleen and the Product Owner, explaining that as the middle layer in an API creation team, delays from upstream were creating a cascading problem. What struck Prabhleen wasn't just the identification of the issue, but how he approached it: with options to discuss, not demands to make. This moment crystallized her definition of success. When team members feel safe enough to voice concerns early, when they come with ideas rather than accusations, when they see themselves as part of the solution rather than victims of circumstances—that's when a Scrum Master has truly succeeded. Prabhleen reminds us that while stakeholders may focus on features delivered, Scrum Masters should watch how well the team responds to change. That adaptability, rooted in psychological safety and mutual trust, is the true measure of a team's maturity. Self-reflection Question: When problems emerge in your team, do people approach you with defensive anger or constructive concern? What does that tell you about the psychological safety you've helped create? Featured Retrospective Format for the Week: Keep-Stop-Happy-Gratitude Prabhleen shares her favorite retrospective format, born from necessity when she joined an established team with dismal participation in their standard three-column retrospectives. She transformed it into a four-column approach: (1) What should we keep doing, (2) What should we stop doing, (3) One thing that will make you happy, and (4) Gratitude for the team. The third column—asking what would make team members happy—opened unexpected doors. Suggestions ranged from team outings to skipping Friday stand-ups, giving Prabhleen real-time insights into team needs without waiting for formal working agreement sessions. The gratitude column proved even more powerful. "Appreciation brings a space where trust is automatically built. When every 15 days you're sitting with the team making a point to say thank you to each other for all the work you've done, everybody feels mutually respected," Prabhleen explains. This ties directly to the trust-building discussed in Tuesday's episode—using retrospectives not just to improve processes, but to strengthen the human connections that make teams resilient. [The Scrum Master Toolbox Podcast Recommends]
In this episode of Durable Value Podcast, Ryan Swehla is interviewed by Brandon Sedloff from Juniper Square Distribution. Ryan and Brandon discuss the private equity real estate strategy of Graceada Partners, focused on secondary and tertiary markets in the Western United States.Ryan shares his journey from Wall Street to Modesto, California, where he and his third-grade friend Joe built a $900M real estate investment firm. Learn about their contrarian approach to investing in overlooked markets, the infrastructure required to succeed outside major metros, and why they believe secondary and tertiary markets represent a $1.6 trillion opportunity.Timestamps:0:00 - Introduction & Welcome0:42 - Getting Into Commercial Real Estate1:41 - Growing Up in Modesto, California3:21 - Columbia University & Wall Street Experience5:32 - Starting in Real Estate & Business Partner Joe Muratore8:04 - Why Real Estate? The Tangible Appeal10:27 - Starting Graceada Partners in December 200812:00 - First Property Purchase & Early Growth13:02 - The 2017 Pivot: From Asset Manager to Investment Manager16:10 - Graceada Partners Today: 75 Team Members, $650M Assets Under Management17:42 - Attracting Institutional Talent to Modesto19:50 - Investment Strategy: Secondary & Tertiary Markets21:50 - Defining Secondary vs. Tertiary Markets23:25 - Why Institutions Struggle in These Markets27:48 - Surprising Insights: Liquidity & Economic Performance32:06 - The "In-N-Out Burger" Expansion Strategy36:37 - The $1.6 Trillion Addressable Market39:19 - Challenges: Building Infrastructure in New Markets43:34 - Lessons for Emerging Managers47:00 - Business Priorities & Core ValuesAbout Graceada Partners:Graceada Partners is a vertically integrated private equity real estate firm with $650M in assets under management, focused on multi-tenant industrial and multifamily properties in secondary and tertiary markets across the Western United States.
Cano Real Estate announced that Kelly Winn has returned to the brokerage after four years leading sales for a local home builder, bringing more than two decades of experience in residential sales and new construction across Clark County and Southwest Washington. https://www.clarkcountytoday.com/business/original-team-member-kelly-winn-rejoins-cano-real-estate/ #CanoRealEstate #KellyWinn #ClarkCountyWA #VancouverWA #RealEstate #SouthwestWashington #NewConstruction
Managing Made Simple for Team Leaders & Small Business Owners
You didn't mean to become the “cool boss.”But now feedback feels awkward, boundaries are blurry and accountability keeps slipping.In this episode of Real Talk: Leading Small Teams, we break down what to do when you've been friend-zoned by your team, and how to reset the dynamic without becoming cold or rigid.In this episode, we cover:The subtle signs you've crossed from friendly leader into the friend zoneWhy feedback resistance is often a relationship problem, not a performance oneHow to reset expectations and redefine your leadership style without blindsiding your teamThe boundaries that actually increase trust and accountabilityThe three-step reset that gets you out of the friend zone for goodIf hard conversations keep getting delayed and leadership feels heavier than it should, this episode will help you course-correct fast.
In this episode, I talk through exactly what happened when one of my longest-serving team members moved on and why it was the right move for everyone involved. You'll hear: → Why culture, not contracts, is what keeps great people around → How our business model shift changed the roles we could offer → What to focus on post-7 figures when you're no longer the accountant → My approach to attracting A-players without using job boards I also share: → The two levers to grow your firm and why people is the harder one → A behind-the-scenes look at the frameworks I use to build culture → How to align your team's goals with your firm's purpose This episode is all about people — leading them, losing them, and creating a place where they can thrive. If you're serious about building a firm that makes you proud (and runs without you), this one's for you. Tune in, take notes, and let me know your biggest takeaway on LinkedIn. ---- If you've enjoyed my podcasts, here's how you can get more value from me: Free stuff Get a free copy of my book The Four Pillars from here Watch a short 8 min video on how you can win new clients whilst you sleep here Join 1500+ accountants owners in the Profitable Accountant Free Facebook group My inner-circle Join 150+ accounting firm owners in the Profitable Accountants Community (the PAC) to get access to the tools, training and tribe to help you grow your firm - without wasting time and money doing it the hard way. Join the PAC NOW! For larger sole practitioner firms wanting more support, direction and accountability, access the Profitable Accountants Mastermind including 1-2-1 access to me If you're going to create an account and use OnlineJobs.ph use my affiliate link here and i'll get a few pennies back in return to fund my coffee addiction
If you've ever been in a conversation where someone starts crying, shuts down, or lashes out—and you weren't sure what to do—this episode is for you. Elena offers guidance on how to respond when a team member breaks down emotionally during a conversation. Whether you're met with tears, silence, or anger, you'll walk away with a grounded strategy for navigating intense moments with presence and care.Keep learning: Attend Coaching for Retention and Resilience Join the Coach Learning Library and PLC for 24/7 supportWatch The Bright Morning Podcast on YouTubeFree community webinars Receive weekly wisdom and tools from Elena delivered to your inboxBecome a Bright Morning Member Follow Elena on Instagram and LinkedInFollow Bright Morning on LinkedIn and InstagramSupport the show:Rate and review usReflection questions: What emotions or reactions come up for you when someone becomes overwhelmed during a conversation?How might you prepare yourself—emotionally and somatically—for moments like these?What's one line or phrase you can practice now to use in those moments of breakdown?Podcast Transcript and Use:Bright Morning Consulting owns the copyright to all content and transcripts of The Bright Morning Podcast, with all rights reserved. You may not distribute or commercially exploit the content without our express written permission.We welcome you to download and share the podcast with others for personal use; please acknowledge The Bright Morning Podcast as the source of the material.Episode Transcript
HAPPY BIRTHDAY, MEREDITH HODGES - INTERVIEWS WITH HER STAR TEAM MEMBERS - LUCKY THREE RANCH Listen to the amazing projects that are in the works for the Lucky Three Ranch. Interviews with her star team!Meredith received many awards over the years and is a pioneer in her own right.Happy Birthday, Meredith!!!Mule Talk is an Every Cowgirl's Dream production - www.EveryCowgirlsDream.Com www.MuleTalk.Net Meredith Hodges Interviews: www.LuckyThreeRanch.Com/Podcast-Appearances/
Smart Agency Masterclass with Jason Swenk: Podcast for Digital Marketing Agencies
Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Natalie Henley, CEO of Volume Nine, is here to unpack how she bought out her agency's founder. Not through PE, not through M&A, but as a trusted insider who built her path from employee to owner. Natalie shares the behind-the-scenes story of how she structured the deal without needing an SBA loan, the mindset shifts she had to make, and how the agency survived both Google's algorithm changes and COVID-19 cratering their top clients. In this episode, we'll discuss: Grooming your #2 to become your successor, or become the one buying. Avoiding mistakes that slow down or kill an internal exit. Using creative financing (HELOCs, owner carry notes, balloon payments) to structure the deal. Knowing when an employee has what it takes to run the agency. Preserving trust and team stability during a leadership transition. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. Links: Natalie's free AI and SEO grader tool: geo.v9digital.com Want to know what your agency is worth? Check out the Agency Valuation Calculator The overlooked exit strategy: selling your agency to a team member… Natalie started as an employee in a boutique digital firm. When it got acquired by Volume Nine, she climbed the ranks the old-school way: by taking on every problem no one else would. Over time, she ran the company. Then COVID hit. The agency's revenue cratered. Clients disappeared. The founder wanted out. But instead of flipping to a stranger, he turned to Natalie. The "Oh Shit" Moment and the Deal That Followed When the founder came to Natalie with the offer to buy, he already had the groundwork laid. He'd called the bank, scoped out an SBA loan, and gave her a number. Natalie didn't have a pile of cash sitting around, but she did have grit, resourcefulness, and inside knowledge of the business. She didn't take the SBA route. Instead, she pieced together a creative financing stack: A HELOC for the down payment An owner-carry note A balloon payment at the end The company is paying for itself over time. No brokers. No middlemen. Just a fair, fast, founder-to-founder deal. Why This Worked (And Why Most Don't) Natalie had already been: Running the company Exposed to the numbers Made a co-owner years earlier This wasn't a random promotion. It was a trust-built, stress-tested evolution. And it mattered. Because when the deal closed, the culture didn't collapse. The clients stayed. The team believed. What if the best buyer for your agency is already on your team? If you're feeling done, but still care about your agency, selling to a team member might be the cleanest win. Here's how to set it up: Start grooming your #2 now. VP → President → Co-owner → Buyer. Expose them to EBITDA, profitability, client churn…. everything. Stress-test them: give scary responsibilities and see how they show up. Be fair. Don't squeeze every dime. The goal is continuity and peace of mind. Don't wait until you're burned out. Move before it's a fire drill. Agency ownership is a wild ride. If you're looking for a graceful exit that doesn't torch your legacy, this might be it. And if you're the #2? Start acting like the owner today. You never know when the keys will be offered. As Natalie said, "If you care about your team and the agency's legacy, you owe it to yourself to consider your employees as potential buyers. Even if they say no, at least you gave them a shot." Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
Liebes Team, diese ist eine der besondersten unser über 100 Folgen - denn sie ist die erste, die wir ganz alleine und selbständig live aufgezeichnet haben - nur für euch und mit euch im Raum. Tausend Dank an das Team im Hintergrund: Resi, Andy und Jacqui. An Louisa, die spontan noch eingesprungen ist und Josef vom FC Bayern, der uns wirklich jede Tür geöffnet hat. Und dann ist da natürlich noch unser neues Team Member: Sie ist ein absoluter Champ, hat sich von ihrem Traum hochgearbeitet in die Realität, die sie sich immer gewünscht hat und kämpft sich aktuell durch ihre neue Herausforderung: ihr Kreuzbandriss. Sie ist nicht nur eine Europas Top Fußballerinnen, sie ist auch Red Bull Athlete (und plaudert ein bisschen aus dem Nähkästchen, was das bedeutet), blick mit uns auf die aktuellsten Entwicklungen des Frauenfußballs und verrät, wie sie mit Selbstzweifeln umgeht. Alles in allem hätte es wirklich nicht schöner und besser laufen können. Wir sind ganz beseelt und dankbar und werden auf jeden Fall weitere Live Folgen machen. Jetzt aber erstmal für euch: Sarah Zadrazil! **Schnitt und Postproduktion: Andy Aksen** https://www.aksenmedia.de/ https://www.linkedin.com/in/andyaksen/
What if the reason you're burned out isn't delegation—but the fact that you're managing other people's approval instead of leading?You don't struggle with delegation—you struggle with giving clear feedback to the people whose approval you think you need. In this Thursday quick-hit, Dawn breaks down why senior hires trigger softened communication, midnight rewrites, and CEO exhaustion—and how learning to hold someone else's disappointment is the real leadership skill that removes bottlenecks. If you're rewriting work at 11 PM to “be nice,” this episode will hit uncomfortably close to home (in the best way).Ready to stop managing approval and start leading with clarity? Join the free AI for Founders Community—a room full of founders learning to delegate, give feedback, and lead without the approval economy running their business.Key TakeawaysYou're not bad at feedback—you're inconsistent. You give crystal-clear direction to people whose approval you don't need…and hedge endlessly with the ones you're afraid to disappoint.You're running two delegation systems. One clear. One softened. That split is what's exhausting you—not your team.Approval is expensive. Rewriting emails, taking work back, and fixing things at midnight is an invisible approval tax on your CEO time.This isn't about their feelings—it's about your story. You're not managing their disappointment. You're managing the fear of what their disappointment might “prove” about you.AI can expose your approval patterns fast. When emotions muddy leadership language, AI can objectively show you where you hedge, soften, and self-protect.Before you give feedback, ask yourself: “Am I softening this because they can't handle clarity—or because I'm afraid of losing their approval?”If it's the second one, that's not kindness. That's self-protection.Leadership requires learning how to hold someone else's disappointment without making it your emergency.Use AI as your approval detector:Prompt:“Analyze my feedback patterns. Below are three emails to junior team members and three to senior team members. Identify where my language shifts from direct to hedging, where I manage reactions instead of stating expectations, and rewrite the senior feedback with the same clarity used for juniors.”You'll see the pattern immediately—and once you see it, you can't unsee it.Resources & LinksJoin the Community: AI for Founders Free GroupFreebie: The Feedback FixRelated Episodes:Ep. 125 | The 3-Text Test: How Female Founders Use AI to Stop Their Team From Treating Them Like Google — communication clarity + boundaries.Send us a textWant to increase revenue and impact? Listen to “She's That Founder” for insights on business strategy and female leadership to scale your business. Each episode offers advice on effective communication, team building, and management. Learn to master routines and systems to boost productivity and prevent burnout. Our delegation tips and business consulting will advance your executive leadership skills and presence.
In this episode of Your Practice Mastered, Richard James breaks down how law firm owners can reward performance and build a real profit-sharing plan without creating ethical risk under Rule 5.4.Most firm owners want accountability, loyalty, and a team that actually cares about efficiency. But they avoid the profit conversation because they're worried about fee-splitting, compliance, or “doing it wrong.” Meanwhile, modern operators are building systems that make profitability a team sport and they're using models like MSOs to do it cleanly.If you want your team to care more, stay longer, and help grow the firm, this conversation will change how you think about compensation.
Are you carrying the culture, energy and emotional weight of your studio by yourself? Many owners feel frustrated that hourly employees don't seem truly committed to the business. Alina Cooper has you covered in Episode 706: Beyond the Paycheck: How to Turn Hourly Staff into Engaged Team Members, where she highlights five ways to get your team invested. Promote purpose: show how work directly impacts clients and the business Recognize & reward: specifically acknowledge and celebrate great work Invite accountability: give staff a voice, request feedback and act on input Let them level up: create micro-growth opportunities that build skills and confidence Paint the big picture: share goals, wins and challenges to facilitate ownership It's not just about money. Fair play is the floor—not the ceiling—on motivation. Connecting and valuing staff moves them beyond just clocking in and out. Get intentional with Episode 706. Catch you there, Lise PS: Join 2,000+ studio owners who've decided to take control of their studio business and build their freedom empire. Subscribe HERE and join the party! www.studiogrow.co www.linkedin.com/company/studio-growco/
Q&A episode answering a tough leadership question from Emer, plus Annette's takeaways from Laura Gassner-Otting.IN THIS EPISODE:Thank You Email Goes Viral:Cathal's email praising his daughter's teacher went around the whole school. Miss Smith said "You'd be surprised how little that happens." Why recognition matters more than we think.Annette's Laura Takeaways:- The Four Horsemen of Success (money, title, power, prestige) and why we chase them- The Forces (Calling, Connection, Contribution, Control)- "Refuse not to be happy now"- Balance = being yourself everywhere- Do Laura's quizListener Question: New Leader, Difficult Team MemberEmer started a new leadership role. Most of her team is on board. But one woman has "taken a total dislike" to her. The woman ignores everything Emer says.Annette's advice:1. Work as team to agree on values/behaviors (clear is kind)2. Get to know this person - seek to understand3. Might be anxiety, trauma, nothing to do with you4. Build connection and safetyCathal's advice:1. Start with YOU - is this about YOUR need for validation?2. Imposter syndrome from previous org?3. Ask open questions: "How are you finding it?" "Any concerns?"4. Discuss ways of working5. Reality check: She might just be difficult/jealous/wanted the job6. If intractable after doing the work, she might need to goKey Insights:"You'd be surprised how little that happens." - Teacher receiving thank you"Refuse not to be happy now. Balance is being yourself in work and life." - Annette"Let's be real. She might be a piece of work. But we try to be fair." - CathalResources:
E201: Host: Ray Loewe Guests: Deborah Greggs and Nathaniel Rivera This podcast features host Ray Loewe interviewing Deborah Greggs and Nathaniel Rivera, two Willow Valley team members who recently received educational scholarships. Deborah is an LPN in resident nursing who is pursuing her RN degree to eventually become a nurse practitioner, motivated by her mother's memory and her desire to provide bilingual care. Nathaniel currently works in culinary services but is utilizing his scholarship to study psychology and nursing, aiming for a future career as a psychiatric nurse. The discussion highlights their personal backgrounds, including Deborah's experience raising four children and Nathaniel's family history of working at the Willow Valley community. Ultimately, the source illustrates how Willow Valley residents support staff development through financial aid, allowing employees to advance their careers while continuing to serve the senior living community.
On this episode we hear the latest Little Things from Seth, Chris brings us a Team Member story, we discuss the Fast & Furious : Hollywood Drift announcement and the Fast & Furious Supercharged closure. Join us in The Producers Club Follow us: LINKTREE
Matty Dalrymple talks with Jessie Kwak about THE WRITER'S GUIDE TO FINDING COMMUNITY, including practical strategies for building a strong writing community, how to connect with other writers at author events, approaches for overcoming isolation and joining the right groups for your goals, tips for confident author networking and collaboration, and ways a supportive creative community can fuel your writing career and keep you motivated. Interview video at https://bit.ly/TIAPYTPlaylist Show notes, including extensive summary, at https://www.theindyauthor.com/episodes-all If you find the information in this video useful, please consider supporting The Indy Author! https://www.patreon.com/theindyauthor https://www.buymeacoffee.com/mattydalrymple Jessie Kwak is an author, storyteller, and business book ghostwriter living in Portland, Oregon. When she's not writing, she can be found sewing, mountain biking, and exploring the Pacific Northwest (and beyond). She is the author of thriller novels, two series of space scoundrel sci-fi crime novels, and a handful of productivity books including From Chaos to Creativity and From Solo to Supported. Matty Dalrymple is the author of the Lizzy Ballard Thrillers, beginning with ROCK PAPER SCISSORS; the Ann Kinnear Suspense Novels, beginning with THE SENSE OF DEATH; and the Ann Kinnear Suspense Shorts. She is a member of International Thriller Writers and Sisters in Crime. Matty also writes, speaks, and consults on the writing craft and the publishing voyage, and shares what she's learned on THE INDY AUTHOR PODCAST. She has written books on the business of short fiction and podcasting for authors; her articles have appeared in "Writer's Digest" magazine. She is a Partner Member and Team Member at the Alliance of Independent Authors.
Liebes Team, heute geht es um das Thema Handball! Und wir haben vielleicht DIEjenige ab sofort mit an Bord, die den Handball in Deutschland am besten und wirklich mit allem, was sie hat repräsentiert. Sie ist - Zitat: - “aktuell” ehemalige Spielerin, Content Creatorin und auf dem Weg zur Moderatorin und Buchautorin. Sie macht also alles, was mit Medien im Sport zutun hat und ihr USP dabei ist ganz klar: Offenheit, Ehrlichkeit, Authentizität, Verletzlichkeit und Realness. In unserem Gespräch ging es um all das, aber auch um ihre Meinung zu bestimmten Themen: Repräsentation des Handball im TV, wir blicken auf die unfassbar erfolgreiche Frauen WM im eigenen Land zurück, schauen voraus auf die Männer EM jetzt in Dänemark und sie hat einen wahnsinnig spannenden Take dazu, warum das Creator-Sein vor allem in Team-Sportarten noch verpönt ist, warum das nicht gut ist, über eine besonders dunkle Zeit in ihrem Leben und wie sie da wieder rausgekommen ist und über IHREN DACKEL!! Tolle Folge, unbedingt reinhören. Folgen, abonnieren, weitererzählen. Und jetzt viel Spaß mit Josefine Schneiders **Schnitt und Postproduktion: Andy Aksen** https://www.aksenmedia.de/ https://www.linkedin.com/in/andyaksen/
Apply to Join Churchfront Premium Apply to Join Churchfront Pro Free Worship and Production Toolkit Shop Our Online Courses Join us at the Churchfront Conference Follow Churchfront on Instagram or TikTok: @churchfront Follow on Twitter: @realchurchfront Gear we use to make videos at Churchfront Musicbed SyncID: MB01VWQ69XRQNSN Podcast Notes: Leadership & Scaling from Solo to 10+ Team Members with Jake Gosselin Overview Matt interviews Jake Gosselin about growing Churchfront from a one-person YouTube channel into a 10+ person church AVL systems integration company. They talk through leadership growth, hiring, delegation, and how to maintain vision while scaling, with direct parallels to church leadership. Key Topics & Timestamps Vision as the Foundation (00:00–05:32) Why clear vision needs to come before leadership development Churchfront's mission: "Equip church leaders in spaces with innovative solutions for thriving ministry." The importance of a mission statement, vision statement, and core values A two-day workshop at Ramsey to clarify and communicate vision Natural progression from YouTube creator to leading a 10-person team Key Quote: "If there is no clear vision of where you're trying to bring that organization, then everything else that we're about to talk about with leadership development and scaling an organization is kind of irrelevant because nobody knows where you're going." The Transition from Hands-On to Hands-Off (03:23–07:54) How Jake went from knowing everything to empowering team decision-making Building systems so problems get solved without senior leader involvement Decision-making frameworks around mission, vision, values, and finances When leaders should stay involved vs. when to delegate Team members now have authority and clarity to address issues independently High-risk or costly decisions still require senior leader involvement Key Quote: "It's so cool that my brain, even though I can keep up with a lot of things, I can no longer keep up with all of the cool things that are happening in the business and probably some of the headaches." Hiring A-Players (07:54–13:04) Essential hiring criteria: Mission alignment — genuinely excited about equipping church leaders Self-leadership — evidence of personal discipline (health, appearance, habits) Character references — take time to call references and vet thoroughly Working Genius Assessment — using Patrick Lencioni's framework to build balanced teams Team vetting — multiple team members interview candidates Churchfront Focus: Churchfront only works with churches (not corporate AV, DJ setups, or other venues). Candidates need to genuinely care about the local church. Working Genius Details: $25 assessment (WIDGET acronym) Identifies whether someone leans toward Wonder/Invention vs. Tenacity/Galvanizing traits Helps place people into roles that fit their strengths Recommended for church staff to understand their "genius zones" Key Quote: "If you can't lead yourself, you can't lead others very well." The Challenge of Letting Go (13:37–16:56) Why control is tempting but unsustainable for growth Long-term vision motivates delegation Media/marketing was Jake's original specialty and the hardest area for him to delegate to Matt Over time, Matt learned Jake's standards and expectations Hiring people who are better than you in specific areas Real Examples: Chris installs, rigs, mounts, and runs cable better than Jake Spencer models and drafts 3D spaces faster in Vectorworks James creates better schematics Senior Leader Principle: Leaders should understand all departments without controlling them. Spend a few hours learning the basics so you can make informed decisions about major investments. Church Application: Senior pastors should take Churchfront courses (a couple half-days) to be more informed than most lead pastors when making major AV decisions. Key Quote: "I'm motivated by the long-term vision of where this is going and how big the organization has to go that I'm just like, 'Yeah, I don't need to control everything. I don't want that life where I feel like I have to because I'm just going to be miserable about that.'" Present Leadership Without Micromanaging (17:46–19:40) Weekly team meetings where everyone shares what they're working on Asking: "What did you do last week?" and "What are you working on this week?" (3–10 minutes) Five minutes with each team member can make a huge impact Being present builds trust across the org chart Service businesses succeed based on team health and performance Jake shifted from solo productivity to supporting team members Key Quote: "That five minutes of interaction with one of your team members a week, no matter where they're at in the org chart, goes a long way because they're like, 'Oh wow, our senior leader knows me. I can trust him.'" High-Leverage Activities (19:50–23:16) Definition of leverage: low input, high output—like a tool that multiplies your strength. What Jake focuses on now: Pre-design client conversations — 2–3 hours per project that sets the trajectory for large-budget projects (using Wonder/Invention/Visionary strengths) Media creation — 30 minutes to a few hours can reach thousands (what built Churchfront over 8–10 years) Leader development — multiplication only happens as the team grows from 10+ toward 20–30 For church leaders: Sunday preaching — communication at scale (in-person and online) Developing other leaders — especially in areas where you're less gifted Key Quote: "What can I put lower input into and gives me high output? That's what a lever or a tool is." Leadership Evolution (23:23–25:23) John Maxwell's Five Levels of Leadership (applied): Position — title alone (doesn't get you much) Permission — relationships; people give you permission to lead Productivity — "Follow me because I produce results" (how Churchfront started) Leader development — "Follow me because I'll equip you to lead others" (current focus) Multiplication — creating leaders who create leaders Jake's journey: 2016: solo entrepreneur and highly productive individual Read leadership books and understood the growth track Started with productivity to get things off the ground With 10 people (and aiming for 20–30), he must focus on leader development to reach multiplication Key Insight: Leadership maturity means realizing it's more people-focused than anything else. Advice to 2016 Jake (25:44–28:06) What Jake would tell his younger self: "Buy more Bitcoin" (half-joking) With what he knows now, he could do in 2–3 years what took 10 But he wouldn't rush it—focus on the journey Be a man of good character Follow God Keep sustainable work-life balance Care for spouse and kids Don't rush—God multiplies right inputs into massive outputs Seek wise counsel on business strategy and online marketing Show up and do the work every day For young 20-somethings Jake mentors: Focus on self-leadership and the basics Better strategies exist—learn from wise voices Put in consistent daily work People don't see the late-night edits and behind-the-scenes grind Key Quote: "A lot of people see Churchfront and they're like, 'Wow, it's like 300,000 subscribers. It's a decent sized little business growing a lot.' It's like, yeah, that's after eight to 10 years of just showing up and doing it every single day." Main Themes Don't Throw the Baby Out with the Bathwater As church culture shifts away from overly corporate/produced approaches back toward authenticity, it's still worth keeping the leadership lessons that help organizations run well—especially because leadership often isn't taught deeply in Bible school contexts. Parallels Between Business and Church Leadership Churchfront is a Christian business that prays before meetings and focuses on serving the local church. The leadership principles Jake uses translate directly to church staff leadership, especially for teams of 5–15. The Secret Sauce In service businesses (and churches), the team and people are the product. That's why leader development and team health matter so much. Natural Progression Growth happens in stages. Jake went from being intimidated by the idea of 10 staff members to progressing through each hire and stage—each step building confidence for the next. Practical Takeaways for Church Leaders Clarify your vision first—mission, vision, and core values you return to weekly Hire A-players only—take time, use assessments, and get team input Build decision-making systems so your team can solve problems without you Stay present without micromanaging—even five minutes per person per week helps Focus on high-leverage activities—preaching, leader development, strategic decisions Understand all departments without needing to control them Invest in education—leaders should understand the basics of major spending areas Progress through leadership levels—from productivity to multiplication Prioritize character and self-leadership—in yourself and the people you hire Think long-term—consistent daily effort over 8–10 years creates remarkable results
Matty Dalrymple talks with Karen Williams about HOW AND WHY TO MARKET NONFICTION BEFORE YOU WRITE, including how nonfiction book marketing can start before a single word is written, why early audience research and conversation-based marketing strengthen book positioning, and how authors can use podcasts, surveys, content repurposing, and community building to create demand in advance. They also discuss treating a nonfiction book as part of a larger business and thought-leadership strategy rather than a standalone product. Interview video at https://bit.ly/TIAPYTPlaylist Show notes, including extensive summary, at https://www.theindyauthor.com/episodes-all If you find the information in this video useful, please consider supporting The Indy Author! https://www.patreon.com/theindyauthor https://www.buymeacoffee.com/mattydalrymple Karen Williams is The Book Mentor at Librotas. She helps business owners, experts, and thought leaders write and publish authority-building books that elevate their credibility and grow both their business and brand. The author of 10 books, including Your Book is the Hook and Book Marketing Made Simple, Karen takes her clients from messy first idea to final manuscript and successful launch – with a focus on strategy, structure, and making sure their book truly works for them. She's a TEDx speaker and host of the Business Book Bites podcast. Matty Dalrymple is the author of the Lizzy Ballard Thrillers, beginning with ROCK PAPER SCISSORS; the Ann Kinnear Suspense Novels, beginning with THE SENSE OF DEATH; and the Ann Kinnear Suspense Shorts. She is a member of International Thriller Writers and Sisters in Crime. Matty also writes, speaks, and consults on the writing craft and the publishing voyage, and shares what she's learned on THE INDY AUTHOR PODCAST. She has written books on the business of short fiction and podcasting for authors; her articles have appeared in "Writer's Digest" magazine. She is a Partner Member and Team Member at the Alliance of Independent Authors.
Employee Turnover in Interior Design Firms: What to Do When a Team Member Quits Here is your calm leadership framework for replacing a team member, redesigning roles, and protecting capacity. When a team member leaves, most interior design firm owners feel two things at once: operational disruption and emotional impact. Projects don't pause, clients don't wait, and the principal often ends up carrying everything again—quietly, constantly, and at a cost. In this episode of Design Business Freedom, Melissa Galt—interior design business coach and former firm principal of 30 years—shares how strong leaders handle team departures with clarity instead of urgency. You'll learn what matters when an employee quits, how to stabilize the firm, and how to fill the gap strategically without slipping into over functioning or burnout. This episode is especially for established interior designers and design firm principals who are growing teams and managing real business complexity—and want a calm, proven approach to staffing transitions. You'll learn how to: (03:04) Avoid the costly mistake of rushing to replace the person (04:30) Audit the role before rehiring (and uncover what really failed) (05:24) Decide whether you need a like-for-like replacement—or a redesigned position (06:04) Use contract or fractional support during transitions (06:50) Protect the principal seat so "temporary" doesn't become permanent burnout (09:34) Communicate with clients and your team with steady leadership A departure doesn't mean you failed. It's data. And when you respond well, your firm becomes more resilient, more structured, and better prepared for growth. Connect with Melissa Instagram Facebook Linkedin Website
“You only have to make one good decision at a time.” We are so excited to welcome our very own TVL team member, Ashley Marg, back on the podcast today! Ashley is our Maternal Health & Communication Strategist and you will find her beautifully writing VBAC content on our blog and in your email inboxes. You can find her first three birth stories in depth on Episode 249, but after a short recap, Ashley shares her rollercoaster of a 2VBA2C story. Her fourth birth was an induced 2VBA2C at 40+5 due to a failed biophysical profile and advanced maternal age. Ashley talks about her emotional induction with a Foley, the moment she knew she needed to ask for an epidural, and a surprise ending! More than anything, Ash wants our community to know that you do not have to commit to a date, a plan, or a schedule in birth. You just have to make the next good decision.Ashley also shares how her calm, steady doula changed the entire vibe of her birth. She talks about her path to doula work and how it led to joining The VBAC Link team. We are SO grateful to have Ashley as part of our team and know you will feel the warmth and wisdom that we love so much about her!Episode 249 Ashley's VBA2C + Postdates + Releasing FearsThe Ultimate VBAC Prep Course for ParentsOnline VBAC Doula TrainingSupport this podcast at — https://redcircle.com/the-vbac-link/donationsAdvertising Inquiries: https://redcircle.com/brands
Matty Dalrymple talks with Laura Goode about REIMAGINING SUCCESS THROUGH SELF-ADVOCACY AND COLLABORATION, including how authors can build supportive writing communities, strategies for finding the right mentors and artistic partners, overcoming comparison and competition in the writing world, and how redefining success can strengthen your writing practice and your confidence as an indie author. Interview video at https://bit.ly/TIAPYTPlaylist Show notes, including extensive summary, at https://www.theindyauthor.com/episodes-all If you find the information in this video useful, please consider supporting The Indy Author! https://www.patreon.com/theindyauthor https://www.buymeacoffee.com/mattydalrymple Laura Goode is the author of a collection of poems, Become a Name, and a YA novel, Sister Mischief, which was a Best of the Bay pick by the San Francisco Bay Guardian and a selection of two ALA honor lists. With director Meera Menon, she wrote and produced the feature film Farah Goes Bang, which premiered at the Tribeca Film Festival and won the inaugural Nora Ephron Prize from Tribeca and Vogue. Her nonfiction writing on intersectional feminism, female friendship, motherhood, gender, and race in culture, TV, film, and literature has appeared in BuzzFeed, New Republic, New York Magazine, Longreads, Elle, Catapult, Refinery29, and elsewhere. She received her BA and MFA from Columbia University and currently teaches at Stanford University, where she was honored with the 2025 Walter J. Gores Award, Stanford's highest award for excellence in teaching. Matty Dalrymple is the author of the Lizzy Ballard Thrillers, beginning with ROCK PAPER SCISSORS; the Ann Kinnear Suspense Novels, beginning with THE SENSE OF DEATH; and the Ann Kinnear Suspense Shorts. She is a member of International Thriller Writers and Sisters in Crime. Matty also writes, speaks, and consults on the writing craft and the publishing voyage, and shares what she's learned on THE INDY AUTHOR PODCAST. She has written books on the business of short fiction and podcasting for authors; her articles have appeared in "Writer's Digest" magazine. She is a Partner Member and Team Member at the Alliance of Independent Authors.
The Enlightened Family Business Podcast Ep. 151 - From Daughter to CEO - Navigating Family Business Transitions with Amanda Osmer In this episode of the Enlightened Family Business Podcast, host Chris Yonker talks with Amanda Osmer of Grappone Automotive, a New Hampshire-based family business rooted back to 1924. Amanda shares her journey growing up in a family business, how she eventually decided to be part of it, and the challenges she faced during the transition phase. The conversation touches on the significance of clear communication, inner awareness, and flexible governance. Amanda also discusses the importance of building a strong leadership team, handling multiple successions, and maintaining business integrity. Listeners gain insights into Amanda's dedication to community, the values driving her leadership, and her thoughts on keeping the family business resilient amid industry changes. · 01:29 Amanda Osmer's Journey in the Family Business · 03:14 Growing Up in a Family Business · 07:17 Sibling Dynamics and Family Business Covenant · 10:10 Amanda's Commitment and Vision for the Future · 16:22 Navigating Family Business Transitions · 23:02 Navigating Personal and Professional Boundaries · 26:07 Implementing the EOS System · 29:56 Family Employment Policies · 35:21 Commitment to Community and Integrity · 39:34 Documenting Family Business History Websites: · fambizforum.com. · www.chrisyonker.com · "Grappone Automotive: The Founding" Book at Gibson's Bookstore · Grappone Audiobook on YouTube Amanda's Bio: Amanda Grappone Osmer is the fourth generation of her family to own and help operate Grappone Automotive, established by her great-grandparents as a single gas station in 1924. Today Grappone represents four new car manufacturers with sales, service, and retail and wholesale parts departments. They employ about 350 Team Members and are located in Bow, NH. Team Grappone operates in an environment in which the whole person is asked to show up and participate at work with the company's mission in mind: to build lifelong relationships with team members, guests, and the community by serving with integrity, kindness, and respect. In 2017 Amanda launched Leadership Grappone, a program that seeks out the company's emerging leaders and challenges them mentally, emotionally, and physically over a nine-month period with the goal of uncovering their true leadership potential. Faith and volunteer work are central to Amanda's life purpose, and she has served on many nonprofit and advisory boards in her career. One project near to her heart is the co-founding of The Dewey School, a nature-based preschool located at Canterbury Shaker Village. She lives in Sanbornton, NH with her husband, a high school coach and all-around amazing human being, their three children, dog and other critters, and fruit and veggie gardens.
Hi Team! Sagt mal, von Hyrox, dem Fitness-Rennen und der am schnellsten wachsenden Sportart der Welt habt ihr doch bestimmt alle schon mal irgendwie gehört, oder? Aber wusstet ihr auch, dass da eine Frau im Founding Team ist, die sogar das Renn-Konzept entwickelt hat? Jetzt wisst ihr es und lernt sie heute sogar persönlich kennen - und sie geht noch mal komplett in die Tiefe - wie die Renntage ablaufen, wie das Ganze von einem super kleinen Fitness-Race einfach zum globalen Phänomen geworden ist, wie sie nebenher noch ihre Familie managed und wie sie versucht, zurückzugeben, hören wir alles heute. Und da mir nach der Folge auffiel, dass wir es in unserem Gespräch gar nicht gesagt haben: Hyrox ist ein Mix aus Laufen und Kraftsport. Man läuft 1km und macht dann eine Übung . ACHT Mal! Ski Ergometer, Sled Push, Sled Pull, Burpee Borad Jump, Rudern, Famers Carry, Sandbag Lunges, Wall Balls - das sind sie acht Exersices und aus eigener Erfahrung kann ich euch sagen, dass das einfach so viel Spaß macht und ich wünsche euch, dass ihr das alle mal ausprobiert. Aber genug. Hier ist das Brain von Hyrox. Hier ist Mintra Tilly! **Schnitt und Postproduktion: Andy Aksen** https://www.aksenmedia.de/ https://www.linkedin.com/in/andyaksen/
As in almost every previous year, in 2025, Canadian elite startlines looked much the same from coast to coast. Whether it was 5,000m on the track, 10K on the road or on the mud and grass of the cross-country course, a familiar cast of national elites toed the line from Vancouver to Montreal, Edmonton to Ottawa. But among the rows of seasoned harriers, one face was relatively unknown: Matt Talbot of Ailsa Craig, Ont. An OFSAA qualifier nearly a decade ago, Matt went the route of most avid high-school runners, putting his passion aside to pursue education and a career. It wasn't until nearly a decade later, at a local road race in London, Ont., that his passion to compete was rekindled and transformed into one of the sharpest ascents in Canadian distance-running history. In just over a year, Talbot has shaved a nearly five minutes off his 10K personal best and begun to establish himself in the lead pack of some of Canada's premiere distance races. Accumulating a run of personal bests on the road and track, Matt broke through into the collective consciousness of Canadian distance running just over a month ago, when he traded blows with the likes of four-time Olympian Moh Ahmed at the Canadian Cross Country Championships, running to a fourth-place finish and booking his spot on his first national team. He's now set to represent Canada at the World Cross Country Championships in Tallahassee, Fla., this weekend. Today, Matt joins the show to talk about his return to the sport, his rapid ascent and what it means to kick off the year in the red and white. Subscribe to The Shakeout Podcast feed on Apple, Spotify, YouTube or wherever you find your podcasts.Check Out Matt Talbot on Instagram @matt.talbottHuge thank you to this week's sponsor Smartwool. Join the Smartwool mailinglist to receive updates and 15% off your first smartwool.com purchase on fullprice products only. See terms for details. https://bit.ly/481oMZYConditions apply: Valid on regular-priced items. Can., 16+. Initial registration only. Seeterms for details.
AI is everywhere right now, but the question on most travel advisor's minds is how to actually use it in a way that feels practical, personal, and aligned with client expectations. In this episode, Brianna sits down with Dayo Esho, co-founder of TravelJoy, to explore how AI is quietly transforming advisor workflows without replacing the human-first service clients value. Dayo shares how his background in engineering, entrepreneurship, and growing up inside his mother's travel agency shaped the lens through which he builds advisor-focused technology. Together, they dig into advisor adoption trends, creative ways AI is being used behind the scenes, and the mindset that leads to confident, intentional implementation. This conversation offers a grounded look at what it truly means for AI to act as your newest and most supportive team member inside your travel business.
In this week's Interview Classic podcast, we jump back to ten years ago this week (12-31-2015) when PWTorch editor Wade Keller interviewed ex-WWE Creative Team member and professional standup comedian Matt McCarthy. They took a look back at some top stories of 2015, looked ahead at some key top names in 2016, and evaluated the comedy performances by Stephanie McMahon, Vince McMahon, and The New Day along with responding to email and caller questions.Become a supporter of this podcast: https://www.spreaker.com/podcast/wade-keller-pro-wrestling-podcast--3076978/support.
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As heard on the WSJM Morning Show, the Hear & Now segment covers everyday hearing issues and questions and shares insights on how to improve your hearing experience! For more information, reach out to Dr. Kasewurm’s Professional Hearing Services office in St. Joseph. http://ProHear.net. See omnystudio.com/listener for privacy information.
Everyone's talking about AI like it's going to steal your job or ruin your creativity—but we're here to tell you the truth: AI isn't the enemy. In fact, it's become one of the most powerful tools in our business. In this episode, we're breaking down exactly how we're using AI to save time, stay organized, and focus on what actually moves the needle. From content creation to systems and strategy, we're showing you what's working, what's not, and how you can start using AI like a smart, scalable team member—without losing your voice or your mind.********************************DISCLAIMER: This audio and description may contain affiliate links, which means that if you click on one of our recommended products, we may receive a small commission at no additional cost to you. This helps support our show and allows us to continue to provide you with valuable content. Thank you for your support!********************************ITEMS MENTIONED IN THIS EPISODERocket NotebookNano BananaReve.comImagine.artGet Your Tickets to the Inaugural Smart Influencer Summit 2026FULL SHOW NOTEShttps://thesmartinfluencer.com/e252-ai-isnt-the-enemy-its-our-new-favorite-team-member/CONNECT WITH CORINNE & CHRISTINAGet notified when new episodes drop Check out our YouTube channelJoin the convo on FacebookConnect on InstagramCOMMENTS, QUESTIONS, RECIPE IDEASEmail us at hello@thesmartinfluencer.comSupport the show
Having a mental health condition, including depression or substance use disorder, does not automatically mean that a physician, nurse or other healthcare professional is unable to provide patient care in a competent, ethical and professional manner. Chris Bundy, MD, MPH, FAPA, FASAM, and other leaders of state-based professional health programs (PHPs) support physicians and other healthcare professionals as they navigate mental health conditions and help find supportive paths back to practice once their illness is managed. In this episode of Caring Greatly, Dr. Bundy talks about how PHPs work, his involvement with the Washington PHP and the Federation of State PHP. He shares some common misperceptions about mental health and substance use, and why the stress and trauma-exposure inherent with working in healthcare environments may create unique vulnerabilities for care team members. Dr. Bundy explains some of the challenges and limitations of PHPs, and discusses how many programs have expanded their purview to support a broader group of healthcare professionals beyond physicians. Today, many PHPs offer support to pharmacists, dentists, physicians' assistants and nurses. Dr. Bundy is Executive Medical Director of the Washington Physicians Health Program (WPHP) and Chief Medical Officer of the Federation of State Physician Health Programs (FSPHP). Board-certified in adult and geriatric psychiatry as well as addiction medicine, he holds faculty appointments as a Clinical Professor of Psychiatry at the University of Washington School of Medicine and Clinical Associate Professor at the Washington State University Elson S. Floyd College of Medicine. Drawing on his extensive experience as a healthcare leader, medical educator and physician in recovery, Dr. Bundy is dedicated to advancing education, advocacy and support for physician health and care team wellbeing. His contributions have been recognized with the President's Unsung Hero Award from the Washington State Medical Association and the Presidential Recognition Award from FSPHP. Dr. Chris Bundy is a leader who cares greatly. The views and opinions expressed in this podcast are those of the speakers and do not necessarily reflect the views or positions of Stryker. The provided resources may contain links to external websites or third-party content. We do not endorse, control or assume any responsibility for the accuracy, relevance, legality or quality of the information found on these external sites.
Hi team, another English episode for you on the menu today - and what a guests honestly. You have to know that I love getting into these conversations from the bottom of my heart. They inspire me so much every time - just the way our new team member does! She had nothing to do with football for the most part of her life just to turn it all around in the blink of an eye and become a true leader, trailblazer and living LEGEND in women's football. And by now you already know that our conversations in this podcast are so much more than JUST business, or JUST sports - they always go deeper. And so did we today: we talked a but about Buddhism, about how we all are interconnected - and therefore can't ignore women - about football, about the first and only club who pays their women's team and men's team equally. Where women's football is headed and so much more. But enough, you should listen for yourself. This is our new team member: Karen Dobres **Schnitt und Postproduktion: Andy Aksen** https://www.aksenmedia.de/ https://www.linkedin.com/in/andyaksen/
Ever feel like one negative team member can drain the energy out of an entire meeting before it even starts? If you're trying to lead with clarity and momentum, persistent negativity can make you second-guess your strategy, waste hours in emotional cleanup, and quietly stall your team's progress. This episode helps you stop treating “negativity” like a personality flaw you have to fight—and start figuring out what's actually driving it, so you can respond in a way that protects your team, your time, and your leadership confidence. By the end of this episode, you'll walk away with: A simple way to diagnose what's really behind the negativity—so you don't coach the wrong problem or miss something important. Practical tools to turn negative energy into productive insight without letting it hijack team morale or momentum. Clear next steps for what to do when it won't improve—including how to address performance, protect the team, and decide if it's time for a change. Hit play now so you can stop getting pulled into the negativity spiral and start leading your team with more calm, clarity, and control—starting today. 00:52 — “What negativity looks like in real life” Quick examples of how negativity shows up (eye rolls, sarcasm, constant criticism) and why your first instinct to “coach it out” can backfire. 02:13 — “Start with a leadership self-audit” The episode lays out common leadership patterns that unintentionally create negativity—like lack of appreciation, poor follow-through, or leading with fear—and how to fix them. 13:19 — “The ‘plus one' reason: mental health” A thoughtful section on how burnout, life circumstances, or depression can fuel negativity—and what supportive (but appropriate) leadership looks like here. Leadership Without Using Your Soul podcast offers insightful discussions on leadership and management, focusing on essential communication skills, productivity, teamwork, delegation, and feedback to help leaders navigate various leadership styles, management styles, conflict resolution, time management, and active listening while addressing challenges like overwhelm, burnout, work-life balance, and problem-solving in both online and in-person teams, all aimed at cultivating human-centered leadership qualities that promote growth and success. Learn more about your ad choices. Visit megaphone.fm/adchoices
There is something powerful about hearing a young athlete describe what it feels like to step into a moment they once only imagined. For Zoey Molomo, that moment came at 15 years old when she competed at Olympic Trials alongside the best gymnasts in the world. What stands out most is not just the stage, but the calm, joy, and perspective she brought with her into it.Zoey shares how her love for gymnastics started early, from being a kid who loved being upside down to watching Gabby Douglas in the 2012 Olympics and seeing what was possible. That spark carried her through elite training, big competitions, and the realization that she truly belonged at the highest levels of the sport.The conversation dives into the mental side of performance, including how Zoey learned to manage pressure by keeping competition simple. With the help of mental coaching, she reframed meets as just one more routine, developed tools to quiet overthinking, and learned how consistency is built through preparation and trust. She also reflects on injuries at a young age, the patience they required, and how those challenges helped her grow confidence, communication, and resilience.Zoey also talks about the importance of strong support systems, from parents and coaches to mentors and teammates, and how a positive, connected environment has allowed her to thrive both mentally and emotionally. As she looks ahead to UCLA, she shares her excitement for team competition and continuing to grow as an athlete and as a person.In this episode, you will hear • What it felt like to compete at Olympic Trials at 15 • How Zoey learned to handle pressure and expectations • The mental tools that helped her stop overanalyzing • How injuries shaped her resilience and confidence • Why support and joy matter in elite gymnasticsIn this week's episode of the PerformHappy Podcast, I talk with elite gymnast Zoey Molomo about Olympic Trials, mental training, injury recovery, and building confidence on the biggest stages.Learn exactly what to say and do to guide your athlete through a mental block with my new book "Parenting Through Mental Blocks" Order your copy today: https://a.co/d/g990BurFollow me on Instagram: https://www.instagram.com/complete_performance/ Join my FaceBook page: https://www.facebook.com/completeperformancecoaching/ Check out my website: https://completeperformancecoaching.com/Write to me! Email: rebecca@completeperformancecoaching.comReady to help your athlete overcome fears and mental blocks while gaining unstoppable confidence? Discover the transformative power of PerformHappy now. If your athlete is struggling or feeling left behind, it's time for a change. Are you ready? For more info and to sign up: PerformHappy.com
In this episode, Daniel Lereya (Chief Product and Technology Officer @ Monday.com) shares how they are evolving their engineering roles from developers to builders & system designers, where the lines between product, engineering, and design are intentionally blurred, and developers manage AI Agents as team members, tackling an ever-expanding list of projects. We explore the shift from "developer" to "system designer" and why managing AI agents requires the same skills as managing people. Plus, a case study where the Monday.com team leveraged AI agents to decompose a monolith, autonomously manage the project board and assign strategic / high-risk tasks to humans. ABOUT DANIEL LEREYADaniel Lereya has served as Chief Product and Technology Officer at monday.com since 2023. In this role, he focuses on advancing monday.com's multi-product vision and operational efficiencies while driving execution to support company growth. Previously, he was Vice President of R&D and Product, leading global teams in shaping and executing the company's product strategy through innovation and technology. Before joining monday.com, Daniel held leadership and engineering roles at IBM and SAP. SHOW NOTES:The three core principles of monday.com's culture: Ownership, Transparency, and Speed of Execution (3:59)How AI acts as an accelerant to implement these cultural principles at scale (8:36)Why the “Developer” role is evolving into a “Strategic Builder” and “System Designer” (13:47)Breaking silos: How the “Builder” role blurs the lines between product, engineering, and design (17:13)Real-world example: A designer using AI to submit code and fix UI issues independently (19:09)Case Study: The “Agent Factory” & how a weekend prototype by one leader shifted the product roadmap (21:25)Operationalizing transparency: Using internal tools (“Big Brain”) to align every builder on daily business impact (25:58)The “Kickoff Meeting” framework: A strict protocol for falling in love with the problem, not the solution (32:26)The new management paradigm with AI agents as team members (37:31)Rapid fire questions (42:09) This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
In this episode of the Grow A Small Business Podcast, host Troy Trewin interviews Nando Barnett shares how he transformed Sell in Style from a small home-staging side hustle into a fast-growing multi-million-dollar company. After leaving a 10-year corporate career, he and his wife Sarah started flipping houses, which eventually led real estate agents to request their staging help. They went all-in during 2020, reinvesting everything, scaling from just the two of them to a team of 47. Nando explains how adapting as a leader, understanding clients deeply, and taking fast action fueled their growth to more than 1,400 jobs a year. He also highlights the importance of systems, mentorship, and building a strong team culture. The journey shows how clarity, bold risks, and a client-first mindset can turn a simple idea into a highly successful business. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Nando Barnett, the hardest part of growing a small business is mental attitude — staying strong when things go wrong, handling pressure, and quickly shifting from problems to solutions without getting stuck emotionally. He says you have to absorb the stress, process it, and then move forward with clear action, because your mindset determines how well you lead the business through tough moments. What's your favorite business book that has helped you the most? Nando Barnett says the business books that helped him the most are Buy Back Your Time by Dan Martell, Atomic Habits by James Clear, and several leadership-focused books like Leaders Eat Last, which have all influenced his mindset, productivity, and approach to leading a fast-growing business. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? According to Nando Barnett, he doesn't follow a long list of podcasts, but he focuses heavily on online learning by surrounding himself with mentors and expert content; he even redesigned his entire Instagram feed so that whenever he opens it, he only sees business leaders, coaches, and people he admires, allowing him to constantly learn, stay motivated, and absorb practical insights that help him grow his business. What tool or resource would you recommend to grow a small business? According to Nando Barnett, the best tool to grow a small business is mentors, as he believes they dramatically shorten the learning curve, help business owners avoid costly mistakes, provide clarity during difficult decisions, strengthen mental resilience, and guide both day-to-day operations and long-term strategy, which is why he personally works with multiple mentors and invests heavily in ongoing coaching and advisory support. What advice would you give yourself on day one of starting out in business? According to Nando Barnett, the advice he would give himself on day one of starting in business is to strengthen his mental attitude, stay positive, push through the difficult weeks, and always support his team, because maintaining resilience and backing the people around him are what ultimately drive long-term success. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey. Quotable quotes from our special Grow A Small Business podcast guest: Take action every day, even when it feels uncomfortable – Nando Barnett Success grows when you adapt yourself and lift the people around you – Nando Barnett Mental attitude is the engine that pushes your business forward – Nando Barnett
Welcome to Episode 208 of Freedom In Five Minutes! Kevin from the Pro Sulum team takes the mic to deliver a no-BS breakdown of what's REALLY happening in the Managed Service Provider world as we head into 2026. Your MSP is about to pitch you a lot of "AI solutions" in the coming year. But here's the uncomfortable truth: most of it might be snake oil. Kevin reveals how to spot the difference between genuine AI transformation and expensive experiments being conducted on YOUR dime. If you're a business owner paying for IT services, this episode will save you thousands of dollars and countless headaches. Plus, you'll discover the ONE thing that must happen BEFORE you automate anything with AI (spoiler: almost everyone gets this wrong). What You'll Learn: ✅ The AWS MSP Pressure Cooker - Why Amazon is throwing "steroid-level" money at MSPs to sell you AI services (and what that means for your wallet) ✅ The One Question to Ask Your MSP - A simple test to determine if they're truly using AI or just practicing on your business ✅ Agentic AI: The Terminator of IT - The next-level automation that either becomes your best employee or your worst nightmare ✅ The "Intelligent Garbage" Problem - Why automating broken processes just creates chaos at 100x speed (and how to avoid it) ✅ Why QBRs Are Dead in 2026 - Stop accepting boring activity reports and start demanding Strategic AI Reviews that show real outcomes ✅ The Hidden Gap Your MSP Can't Fill - Why even the best IT providers can't systemize your operations (and who can) Key Quotes:
In this episode, Chip and Gini discuss the complexities of hiring in growing agencies. They highlight the challenges of finding skilled, reliable employees who align with agency values. Sharing personal experiences, Gini explains the pitfalls of hasty hiring and the benefits of thorough vetting and cultural fit. They stress the importance of a structured hiring process, including clear job roles, career paths, and appropriate compensation. They also underscore the value of meaningful interviews, proper candidate evaluations, and treating the hiring process as the start of a long-term relationship. Lastly, Chip and Gini emphasize learning from past mistakes to improve hiring effectiveness and employee retention. Key takeaways Chip Griffin: “When we talk about retaining employees, it goes back to how the interviews went.” Gini Dietrich: “You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. Don’t ask if you were a tree, what kind of tree would you be?” Chip Griffin: “If you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems.” Gini Dietrich: “They say, hire slowly and fire fast for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines, so that they are getting the work done that you need done.” Related How to onboard new agency employees Get over your fear of hiring employees Hiring the best employees for your agency How to hire agency employees Setting honest expectations for your agency employees from the start Focus on agency employee retention View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, a few weeks ago, I think I fired you. Today, you’re hired, Gini Dietrich: You keep playing with my emotions. I don’t know how to do this anymore. I’m fired. I don’t get paid. Now you’re rehiring me. I don’t know what to do. Chip Griffin: Yeah, it’s difficult. Anyway. It is what it is. But no, we are gonna talk about hiring today because we are, you know, we can’t just talk about all the bad things. So, we’ll, we’ll spend some time talking about something that is overall more positive. Because if we’re hiring, hopefully that means that we are growing, or at least we have the need for additional resources, even if it’s replacing someone who has left. But it is something that is very challenging, so it can create its own problems along the way if you don’t do it right. So this is, something that comes from one of our favorite topic inspiration sources. Reddit. I know it’s a place that you live and breathe. Gini Dietrich: And by favorite, we’re using quotes “favorite”, scares the crap outta me. But ok. Chip Griffin: You are on Reddit all day every day. Just kind of combing around to see what conversations you can jump into. But this is one that was on there, probably a while ago honestly, it’s in our topic document. We didn’t date it, so I, I can’t tell you how long ago it was, but, what it says is, hiring the right people is harder than it looks. Finding skilled, reliable people who align with your values is a challenge. Early on, I rushed hires and paid for it in missed deadlines and miscommunication. Now I take more time to vet people and focus on cultural fit as much as skills. So I thought it would be helpful for us to have a conversation around how we approach the hiring process. How do we find the right fits? How do we vet those fits? And how do we frankly think about going from hiring them to, to beginning to on onboard them. We’re not gonna talk about the full onboarding process, but just sort of, you know, that, that evolution of saying, Hey, I need this role. Where do we go from there? Gini Dietrich: Yeah, it’s, it’s funny you say that this is our topic today. ’cause just the other day I was thinking about some of the very early hires I made that didn’t work out. And all of the mistakes I made in, in hiring them. And I will say that one of the biggest mistakes that I make is I meet somebody online who has the right skillset from a paper perspective, resume perspective, and I just hire them. I’m like, oh yeah, you, you look like you can do the job. And we may have a conversation, but there’s no, like, thought about it. There’s no interviewing for skills. It’s more just like a, a conversation to see if we, we might be able to work together. And every time I have done that, it has not worked out. So earlier this year I hired a chief learning officer to help with like certification and, you know, all the professional development things we do on the PESO model front. And about three or four months in, we both realized that, that that while she can do that job and she’s great at that job, she would be more valuable as a chief operating officer. So we switched her over. And let me tell you, being professionalized on the hiring front is phenomenal. I mean, she has set up interview guides, so like if you are an assistant account executive, and this would be somebody that you report to maybe two or three levels up, and we’re having you interview, you have a set of questions. If you’re the direct report, you have a set of questions. So we, like, she’s created all this. She’s created salary bands and like, you know, a career path for everybody where from where they start and she’s done, she’s done it in such a way that it isn’t bloat, but it’s just kind of professionalized the way that we do things. And you don’t have to hire a chief operating officer to do this, like I know you, you like to talk. Patrick is your go-to person from an HR perspective, someone like Patrick can help create these things so that you can professionalize it because as they say, hire slowly and fire fast. That quote is there for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines so that they are getting the, the work done that you need done and you’re not being, like, I have been in, in the last 20 years of just hiring people I like. Chip Griffin: Yeah. And, and I, I mean, I think that, you know, you’ve touched on some important things here and, and you do have to have some sort of a process in place. It doesn’t need to turn you do into a bureaucratic circus, Gini Dietrich: You do, right. Chip Griffin: But at the same time, you need to have a process. And, and it really, to me, starts with being clear about what it is that you need. And who it is that you’re trying to hire. And, and too often when we’re trying to hire, it’s either because someone has left or because we’ve got a new client. And so our, our mindset is we need to get someone in here quick because we’ve gotta relieve this pain and this pressure. But that often leads to some of those bad decisions because you’re not really evaluating. Not even just the individual, but the role. Mm-hmm. And you need to think through, you know, what do you actually need at any given point in time? And it’s one of the reasons why I am a very strong advocate of only hiring, particularly in small agencies, only hiring one person at a time, one role at a time. Gini Dietrich: Yes. Yes. Chip Griffin: Because every time you add someone new to the mix, it changes a little bit what you think you might need in the next one. And if you hire two people simultaneously, it increases the odds that you don’t actually have the right mix of talent on board. So you’ve gotta be crystal clear with yourself about what you’re looking for, but to your point, you also need to have a process in place that helps to understand what are our salary bands, what are our titles? How does this fit in? What is their growth path? Because those are questions you will get during the interview process. And if you’re not clear about those things going in, you will either overpay or underpay or assign the wrong title. Or frankly, get the wrong person because you’re not thinking about it in the big picture. So put the thought process in upfront, and that is the, to me, the first step in making sure that you make as good a decision as possible. Accepting that frankly, a lot of hiring decisions are gonna be wrong. Right? Even of course, even, even the, of course, even the best organizations, of course with the, with robust HR teams and, and talent evaluation, they still have a lot of misfires, so you can’t beat yourself up over those. But you’ve gotta increase your odds by having the right thought process and structural process in place. Gini Dietrich: One of the things that, you know, early on I would do when I didn’t have a team who could interview people, I would ask my business coach, or I would ask, you know, friends that were in the industry, other agency owners, if they would participate in some interviewing, just to kind of get me out of the Gosh, I really like this person. I think we’ll work well together. And, rather than, gosh, I really like this person and I think they can do the job right. So just having different outside perspective helped me when I didn’t have a team that could also do the interviewing. So I think, you know, doing that kind of stuff too helps. And I also think that, you know, I, one of the biggest mistakes, and you touched on this that I’ve made, is not having that career path or clear career path. Because people come to work and even though you’re an entrepreneur and you’re the agency owner, and you kind of know in your head how things work, they need to know that because this is their career that you’re talking about. So they need to know that if I wanna be promoted in 6 months, or 12 months or 18 months or whatever it happens to be, these are the things that I need to achieve so that they’re working towards something, not waiting for the annual review and saying, am I up for a promotion? What does that look like? Do I get a raise? Like, so having those kinds of things I think is incredibly important upfront so that you know, this is what we expect, this is how you’ll get to the next step, and you can be very clear about that. Chip Griffin: Yeah, because it, it is a question that you absolutely will get. I’ve done a lot of interviews over the years. I continue to, to do interviews for clients, and I can tell you that you get a lot of those kinds of questions where people want to understand what their career path is. The other one they ask a lot is, what does a typical day look like? Gini Dietrich: Mm-hmm. Chip Griffin: You’ve gotta have the answers for those questions as best you can, and, and you need to be honest with them where you don’t know. So don’t, don’t, you know, blow smoke and, and Gini Dietrich: Right. Chip Griffin: You know, give them an answer if you don’t have one. If, if the honest answer is, I don’t know. Tell them that, but then also explain how you think about it or how you would go about it, or the kinds of things that, that might be included so that you can paint some kind of a picture there. Because it’s, it is important for people to evaluate it. And frankly, we look at these things as, as evaluating the talent for us. But they’re also evaluating us. Gini Dietrich: Absolutely. Chip Griffin: And, and so you also need to make sure that in the process you’re giving them plenty of time to ask questions. In fact, I usually start by letting them ask questions for two reasons. One is because it helps them to get the information that they need to evaluate it. But second, you learn as much from the questions they ask as anything else. And to me, a red flag is when they have no questions at all. Gini Dietrich: No questions. Yeah. Chip Griffin: Because if they have no questions at all, it probably means they did no research. They’re probably not all that interested. They’re just trying to get a job of some kind. It doesn’t, it doesn’t mean necessarily that they’re a bad fit. Some people just freeze up because they’re, you know, that’s, that’s not a traditional approach to interviews. To start by saying, what questions do you have of me? Right. By the way, introduce yourself first. Talk a little bit about the business and the role. I mean, don’t just, you know, say hello. What questions do you have? Gini Dietrich: Hello. What do you have? What questions can I answer? Chip Griffin: But, but honestly, I, I almost always will ask people what questions they have before I ask my first question. We just do the intros and then start with that, because you learn from that. And it, it also helps them get onto a more comfortable spot. And so you can steer the, the conversation, I think, more effectively that way. Gini Dietrich: One of my biggest pet peeves is, you know, now that we have a, a team who does the interviews, if the candidate gets to me, that means they’re one of the finalists, right? And I will say, what questions do you have of me? And they will say, and this happens more often than not. Well, I kind of already asked my all my other question, my questions from everybody else. So ask them again. Right? Make sure you get the same answer like. Right. Yeah, because that will, as I know we’re not talking, we’re not talking to candidates right now, but that will tell you as much if there’s, the answers are different than anything else. So that is also a red flag. Which brings me to, we actually created a list of red flags, and we’re going through the A process right now ’cause we’re hiring and our HR director is doing pre-screens, phone screens, and one of the red flags is Are you able to work with within bureaucracy and lots of change and indecisiveness and you know. And one, one of the people that’s interviewing said, I just don’t like bureaucracy. I don’t like lots of change. I don’t like indecisiveness, I’m not. And she was like, no, like, because we have our list of red flags. So it’s, it’s an easy way also to sort of get yourself out of the, gosh, I really like this person. I’d like to work with them. If you have that list of red flags that you will allow you to objectively say, probably not the right fit for this job. Chip Griffin: Yeah. And, and the more that you do of this, the more easily you can come up with those things that just, that it, they’re the indication that this may not be the best fit. Yeah. And I always encourage probing just to make sure that, and I prefer to think of ’em as orange flags rather than red flags most of the time. Because most of the time it’s more the accumulation of those things than, than a single one that Gini Dietrich: fair, fair, Chip Griffin: that says, okay, no, this isn’t the right fit. But I also like to probe. And so, you know, in an example like that, I might say, well, well why does that bother you? Why is that a problem? And just kind of see, Gini Dietrich: yeah. Chip Griffin: You know, what their, what their root thinking is, because I mean, chances are it’s not gonna change anything, but it’s always interesting to find out why. I think the other thing, and, and you touched on this in, in, you know, having a, a, an interview guide and all of that, if you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems. Gini Dietrich: Yes. Chip Griffin: And I think I’ve shared this on the podcast before. Yes. But I have seen so many egregious questions in interviews Gini Dietrich: Yes. Chip Griffin: Over the years that create substantial legal and regulatory issues. Gini Dietrich: Yes. Chip Griffin: Please, please, please train your juniors. Frankly, some of you probably need some training yourselves. Gini Dietrich: Yes. Chip Griffin: On how to do this, Gini Dietrich: I was just gonna say yes. Yes. Chip Griffin: In a way that’s not causing problems. Yes. Because the, I mean, the questions that I’ve seen asked in interviews are just off the charts and, and, and so blatantly inappropriate. Gini Dietrich: Do you have some examples? Chip Griffin: Focus on, and, and, and the other thing is focus on questions that, that actually might reveal something that’s useful to you. Gini Dietrich: Yeah. Chip Griffin: You are not, this is not Google. You’re not out there trying to ask, you know, weird mind game questions. Ask straightforward questions. I, I mean, ’cause the other thing Gini Dietrich: if you were a tree, what kind of tree would you be? Chip Griffin: Yeah, I mean, in addition to the inappropriate questions, you just get these dumb ones, right? Where someone, someone read an article and they’re like, oh, you learn so much if you ask, what kind of tree would you be? Really, you just look crazy as an interviewer. Gini Dietrich: Yeah. Chip Griffin: You’ll look like you’ve lost your mind. Gini Dietrich: Yeah. Chip Griffin: Just don’t do it. Have a real conversation. Treat them like a professional. Treat them with respect. Treat them like you would a prospect. Don’t sit there and, and try to play gotcha games. It’s not a quiz show. It’s not. If you want to go on a quiz show and, and you wanna run your own quiz show, fine. Do that. Your interview subjects, that’s not what it’s for. Don’t ask them in Google Analytics, where do you go to do this? Come on, seriously, just knock it off. Gini Dietrich: That’s funny. Chip Griffin: And if you’re gonna, if you’re gonna try to apply tests to people, you gotta pay them. Gini Dietrich: I totally 100% agree with that. Chip Griffin: But you can’t, Gini Dietrich: yes. Chip Griffin: You can’t say, I need you to write a plan for me. Gini Dietrich: No. Chip Griffin: Or write a press release or something like that. Mm-hmm. Mm-hmm. Particularly if it’s for an actual client you have Correct. And you might actually use it. That’s just wrong. That’s, and I see that way too often. Gini Dietrich: Yeah. Chip Griffin: Where someone says, well, I need to evaluate you. I need you to, to do this. On the technical side, I’ve seen people ask to be written to write all sorts of code. Why? Gini Dietrich: Bad idea. I, you know what, actually Reddit is full of, of those like, so I’m interviewing for this job and they asked me to put together a 12 month plan complete with deck and strategy and blah, blah, blah. Is that normal? And I’m always like, no? Chip Griffin: No, Gini Dietrich: don’t do it. I understand the hiring market is tough right now, but no. Chip Griffin: It’s just bizarre. I mean, honestly, I, I would be suspicious of anybody who could put together that kind of a plan based on, you know, 10 minutes of conversation. Gini Dietrich: Right, right, right. Chip Griffin: I mean, and that’s the other thing. You have to be realistic about what kinds of answers you can get from people in these short windows of time. And so it really is… it’s not necessarily about whether you like them, but it’s, it’s trying to get to understand how they think, how they approach things. You can get those big picture senses off of these conversations, but the, the more granular you get with your question, the less likely it is to be a reliable indicator. Gini Dietrich: Yeah. Chip Griffin: And, and you need to, to again, treat it like a real conversation. So to the extent you have interview guides. Please use them. Just look through them and, and use it as, as a, a general format for the questions you might ask. Please do not do as, as. When I used to advise members of Congress and I prepared questions for them for hearings. Some of them would sit there and ask question one, question two, question three. They wouldn’t even listen to what the, the answer was from the witness at the hearing. They wouldn’t listen to what their colleagues had asked. So I, there were any number of situations where a member would read my question. The member previous to them had asked the exact same question, but they weren’t bothering to listen. Or they asked question one, and they move immediately to question number two, even though the person actually answered question number two as part of their response to question number one. Use your brain. Have a meaningful conversation. Do not walk through your, these are the 10 questions I always ask on interviews and just march through them Gini Dietrich: right Chip Griffin: in forced order. That doesn’t make any sense. You, you need to, to have a real meaningful conversation with someone if you wanna evaluate them properly. Gini Dietrich: Yeah. You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. This, that’s ludicrous. Chip Griffin: Alright, so you, so we’ve, we’ve figured out what we need. We’ve done the interviews. So now how do we pick, we, you know, we’ve got, I mean, let’s say we’ve got a couple of finalists. They’re both in our view, viable finalists. They’re, they’re, they both could do the job. What do you weigh most heavily when you’re evaluating one versus the other? How, how do you make that difficult decision? Gini Dietrich: I’m the wrong person to ask that question ’cause it is based on whether or not I like you and that’s probably not the right response. Chip Griffin: I mean the, there has to be an element of that, particularly in a small agency. Right. You know, you Yeah. If you just, if if you, if you don’t get the right vibe off of someone and you’re like, ah, this just doesn’t… listen to yourself. Gini Dietrich: Yeah. Chip Griffin: Right. If, if you don’t enjoy having the conversations with that person during the interview process, Gini Dietrich: it’s not gonna get better. Chip Griffin: And maybe you say, well, but they’re, they have all the skills. They have all the connections. They know what they’re doing. Oh, it’d make my life so easy. Listen to yourself there. And that doesn’t mean that you have to have that, you know, you need to hire people that you want to go out and have a beer with after work or something like that. But, you know, you’ve gotta feel like, I could talk to this person Gini Dietrich: Yeah. Chip Griffin: An hour or two a day and I, I wouldn’t lose my mind. Gini Dietrich: Yeah. Chip Griffin: Don’t ever say they’ve got so much talent. I’m gonna ignore that. Gini Dietrich: Yeah. Never, because I, the way I think about it is, and the same thing with clients, I would say it will, it gets to the point that I’m gonna end up canceling meetings with this person or with this client. If the answer is yes, then it’s not the right fit. Chip Griffin: Yeah. I mean, and, and the flip side is true too. Going to your point very early in this conversation, if you, if you are enjoying your conversation with that person, don’t overlook the fact that they don’t actually have the skills Yeah. That match up. Mm-hmm. Or, you know, they are under, it will bite you, underqualified or overqualified for the role. They still need to be a fit for the role. No matter how much you enjoy uhhuh your conversations with them or how smart you think they are, Uhhuh, that they may be a good fit for your organization at some point in some role, but it may not be the one you’re hiring for now. Mm-hmm. So make sure that you’re clear with yourself and don’t talk yourself into something. I, I see this a lot where people will get through the hiring process and they find someone that they really like and they’re like, well, they’re not really a fit for this role, but I could see them doing this or that. It’s okay to be flexible, but make sure that whatever this or that is, is really something you need. And you’re not talking yourself into an additional expenditure or putting yourself in a position where, yes, you’ve got that person, but now you still have to hire for this other role. You, you may make things more difficult for yourself in that. So make sure that you’re always going back to what did you say you needed? And if we’re deviating from that, why? And is it, is it a sound business case for making that decision? Gini Dietrich: Yeah, absolutely. Learn from me. Don’t make those mistakes. It costs a lot of time, a lot of money, and a lot of angst. It burns, some bridges. Learn from me. Chip Griffin: And, and also throughout the interview process, and I think we’ve talked about this on the, the show in the past before start thinking about those interview conversations, the hiring conversation where you’re making the offer. Think about all of those as part of the onboarding process. Because it really is a seamless transition or should be a seamless transition into the onboarding and ultimately retention. I mean, when, when we talk about retaining employees, it goes back to how the interviews went. Absolutely. The questions you asked, the way you handled yourself, all of that impacts things that will happen 6, 12, 18 months down the road or even more. Yeah. And so you need to be mindful of that and thinking about how would this person perceive the questions we ask, the process we follow, are we frankly canceling a lot of times on them during the interview process. You need to treat them with respect, if you want to be treated with respect, if you want to build a lasting relationship. So think about all of that at every step of the hiring process, from that first interview, to the last interview, to the offer, et cetera. Gini Dietrich: Absolutely, yes. It’s very, very, very important for you to be organized and prepared. Hire slowly. Those will be the things that save you from a hiring perspective. And like I said, learn from me and don’t always hire just people you like. Chip Griffin: There you go. But don’t hire people you dislike either. Gini Dietrich: So well, sure. But they also have to have the skills to do a good job. Chip Griffin: All right, well I guess with that, we’ll let you keep your job for now, so Gini Dietrich: Well thanks. Thanks. I appreciate it. Chip Griffin: On that note, we will draw this episode to a close. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich, Chip Griffin: and it depends.
In this episode, Chip and Gini discuss the complexities of hiring in growing agencies. They highlight the challenges of finding skilled, reliable employees who align with agency values. Sharing personal experiences, Gini explains the pitfalls of hasty hiring and the benefits of thorough vetting and cultural fit. They stress the importance of a structured hiring process, including clear job roles, career paths, and appropriate compensation. They also underscore the value of meaningful interviews, proper candidate evaluations, and treating the hiring process as the start of a long-term relationship. Lastly, Chip and Gini emphasize learning from past mistakes to improve hiring effectiveness and employee retention. Key takeaways Chip Griffin: “When we talk about retaining employees, it goes back to how the interviews went.” Gini Dietrich: “You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. Don’t ask if you were a tree, what kind of tree would you be?” Chip Griffin: “If you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems.” Gini Dietrich: “They say, hire slowly and fire fast for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines, so that they are getting the work done that you need done.” Related How to onboard new agency employees Get over your fear of hiring employees Hiring the best employees for your agency How to hire agency employees Setting honest expectations for your agency employees from the start Focus on agency employee retention View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, a few weeks ago, I think I fired you. Today, you’re hired, Gini Dietrich: You keep playing with my emotions. I don’t know how to do this anymore. I’m fired. I don’t get paid. Now you’re rehiring me. I don’t know what to do. Chip Griffin: Yeah, it’s difficult. Anyway. It is what it is. But no, we are gonna talk about hiring today because we are, you know, we can’t just talk about all the bad things. So, we’ll, we’ll spend some time talking about something that is overall more positive. Because if we’re hiring, hopefully that means that we are growing, or at least we have the need for additional resources, even if it’s replacing someone who has left. But it is something that is very challenging, so it can create its own problems along the way if you don’t do it right. So this is, something that comes from one of our favorite topic inspiration sources. Reddit. I know it’s a place that you live and breathe. Gini Dietrich: And by favorite, we’re using quotes “favorite”, scares the crap outta me. But ok. Chip Griffin: You are on Reddit all day every day. Just kind of combing around to see what conversations you can jump into. But this is one that was on there, probably a while ago honestly, it’s in our topic document. We didn’t date it, so I, I can’t tell you how long ago it was, but, what it says is, hiring the right people is harder than it looks. Finding skilled, reliable people who align with your values is a challenge. Early on, I rushed hires and paid for it in missed deadlines and miscommunication. Now I take more time to vet people and focus on cultural fit as much as skills. So I thought it would be helpful for us to have a conversation around how we approach the hiring process. How do we find the right fits? How do we vet those fits? And how do we frankly think about going from hiring them to, to beginning to on onboard them. We’re not gonna talk about the full onboarding process, but just sort of, you know, that, that evolution of saying, Hey, I need this role. Where do we go from there? Gini Dietrich: Yeah, it’s, it’s funny you say that this is our topic today. ’cause just the other day I was thinking about some of the very early hires I made that didn’t work out. And all of the mistakes I made in, in hiring them. And I will say that one of the biggest mistakes that I make is I meet somebody online who has the right skillset from a paper perspective, resume perspective, and I just hire them. I’m like, oh yeah, you, you look like you can do the job. And we may have a conversation, but there’s no, like, thought about it. There’s no interviewing for skills. It’s more just like a, a conversation to see if we, we might be able to work together. And every time I have done that, it has not worked out. So earlier this year I hired a chief learning officer to help with like certification and, you know, all the professional development things we do on the PESO model front. And about three or four months in, we both realized that, that that while she can do that job and she’s great at that job, she would be more valuable as a chief operating officer. So we switched her over. And let me tell you, being professionalized on the hiring front is phenomenal. I mean, she has set up interview guides, so like if you are an assistant account executive, and this would be somebody that you report to maybe two or three levels up, and we’re having you interview, you have a set of questions. If you’re the direct report, you have a set of questions. So we, like, she’s created all this. She’s created salary bands and like, you know, a career path for everybody where from where they start and she’s done, she’s done it in such a way that it isn’t bloat, but it’s just kind of professionalized the way that we do things. And you don’t have to hire a chief operating officer to do this, like I know you, you like to talk. Patrick is your go-to person from an HR perspective, someone like Patrick can help create these things so that you can professionalize it because as they say, hire slowly and fire fast. That quote is there for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines so that they are getting the, the work done that you need done and you’re not being, like, I have been in, in the last 20 years of just hiring people I like. Chip Griffin: Yeah. And, and I, I mean, I think that, you know, you’ve touched on some important things here and, and you do have to have some sort of a process in place. It doesn’t need to turn you do into a bureaucratic circus, Gini Dietrich: You do, right. Chip Griffin: But at the same time, you need to have a process. And, and it really, to me, starts with being clear about what it is that you need. And who it is that you’re trying to hire. And, and too often when we’re trying to hire, it’s either because someone has left or because we’ve got a new client. And so our, our mindset is we need to get someone in here quick because we’ve gotta relieve this pain and this pressure. But that often leads to some of those bad decisions because you’re not really evaluating. Not even just the individual, but the role. Mm-hmm. And you need to think through, you know, what do you actually need at any given point in time? And it’s one of the reasons why I am a very strong advocate of only hiring, particularly in small agencies, only hiring one person at a time, one role at a time. Gini Dietrich: Yes. Yes. Chip Griffin: Because every time you add someone new to the mix, it changes a little bit what you think you might need in the next one. And if you hire two people simultaneously, it increases the odds that you don’t actually have the right mix of talent on board. So you’ve gotta be crystal clear with yourself about what you’re looking for, but to your point, you also need to have a process in place that helps to understand what are our salary bands, what are our titles? How does this fit in? What is their growth path? Because those are questions you will get during the interview process. And if you’re not clear about those things going in, you will either overpay or underpay or assign the wrong title. Or frankly, get the wrong person because you’re not thinking about it in the big picture. So put the thought process in upfront, and that is the, to me, the first step in making sure that you make as good a decision as possible. Accepting that frankly, a lot of hiring decisions are gonna be wrong. Right? Even of course, even, even the, of course, even the best organizations, of course with the, with robust HR teams and, and talent evaluation, they still have a lot of misfires, so you can’t beat yourself up over those. But you’ve gotta increase your odds by having the right thought process and structural process in place. Gini Dietrich: One of the things that, you know, early on I would do when I didn’t have a team who could interview people, I would ask my business coach, or I would ask, you know, friends that were in the industry, other agency owners, if they would participate in some interviewing, just to kind of get me out of the Gosh, I really like this person. I think we’ll work well together. And, rather than, gosh, I really like this person and I think they can do the job right. So just having different outside perspective helped me when I didn’t have a team that could also do the interviewing. So I think, you know, doing that kind of stuff too helps. And I also think that, you know, I, one of the biggest mistakes, and you touched on this that I’ve made, is not having that career path or clear career path. Because people come to work and even though you’re an entrepreneur and you’re the agency owner, and you kind of know in your head how things work, they need to know that because this is their career that you’re talking about. So they need to know that if I wanna be promoted in 6 months, or 12 months or 18 months or whatever it happens to be, these are the things that I need to achieve so that they’re working towards something, not waiting for the annual review and saying, am I up for a promotion? What does that look like? Do I get a raise? Like, so having those kinds of things I think is incredibly important upfront so that you know, this is what we expect, this is how you’ll get to the next step, and you can be very clear about that. Chip Griffin: Yeah, because it, it is a question that you absolutely will get. I’ve done a lot of interviews over the years. I continue to, to do interviews for clients, and I can tell you that you get a lot of those kinds of questions where people want to understand what their career path is. The other one they ask a lot is, what does a typical day look like? Gini Dietrich: Mm-hmm. Chip Griffin: You’ve gotta have the answers for those questions as best you can, and, and you need to be honest with them where you don’t know. So don’t, don’t, you know, blow smoke and, and Gini Dietrich: Right. Chip Griffin: You know, give them an answer if you don’t have one. If, if the honest answer is, I don’t know. Tell them that, but then also explain how you think about it or how you would go about it, or the kinds of things that, that might be included so that you can paint some kind of a picture there. Because it’s, it is important for people to evaluate it. And frankly, we look at these things as, as evaluating the talent for us. But they’re also evaluating us. Gini Dietrich: Absolutely. Chip Griffin: And, and so you also need to make sure that in the process you’re giving them plenty of time to ask questions. In fact, I usually start by letting them ask questions for two reasons. One is because it helps them to get the information that they need to evaluate it. But second, you learn as much from the questions they ask as anything else. And to me, a red flag is when they have no questions at all. Gini Dietrich: No questions. Yeah. Chip Griffin: Because if they have no questions at all, it probably means they did no research. They’re probably not all that interested. They’re just trying to get a job of some kind. It doesn’t, it doesn’t mean necessarily that they’re a bad fit. Some people just freeze up because they’re, you know, that’s, that’s not a traditional approach to interviews. To start by saying, what questions do you have of me? Right. By the way, introduce yourself first. Talk a little bit about the business and the role. I mean, don’t just, you know, say hello. What questions do you have? Gini Dietrich: Hello. What do you have? What questions can I answer? Chip Griffin: But, but honestly, I, I almost always will ask people what questions they have before I ask my first question. We just do the intros and then start with that, because you learn from that. And it, it also helps them get onto a more comfortable spot. And so you can steer the, the conversation, I think, more effectively that way. Gini Dietrich: One of my biggest pet peeves is, you know, now that we have a, a team who does the interviews, if the candidate gets to me, that means they’re one of the finalists, right? And I will say, what questions do you have of me? And they will say, and this happens more often than not. Well, I kind of already asked my all my other question, my questions from everybody else. So ask them again. Right? Make sure you get the same answer like. Right. Yeah, because that will, as I know we’re not talking, we’re not talking to candidates right now, but that will tell you as much if there’s, the answers are different than anything else. So that is also a red flag. Which brings me to, we actually created a list of red flags, and we’re going through the A process right now ’cause we’re hiring and our HR director is doing pre-screens, phone screens, and one of the red flags is Are you able to work with within bureaucracy and lots of change and indecisiveness and you know. And one, one of the people that’s interviewing said, I just don’t like bureaucracy. I don’t like lots of change. I don’t like indecisiveness, I’m not. And she was like, no, like, because we have our list of red flags. So it’s, it’s an easy way also to sort of get yourself out of the, gosh, I really like this person. I’d like to work with them. If you have that list of red flags that you will allow you to objectively say, probably not the right fit for this job. Chip Griffin: Yeah. And, and the more that you do of this, the more easily you can come up with those things that just, that it, they’re the indication that this may not be the best fit. Yeah. And I always encourage probing just to make sure that, and I prefer to think of ’em as orange flags rather than red flags most of the time. Because most of the time it’s more the accumulation of those things than, than a single one that Gini Dietrich: fair, fair, Chip Griffin: that says, okay, no, this isn’t the right fit. But I also like to probe. And so, you know, in an example like that, I might say, well, well why does that bother you? Why is that a problem? And just kind of see, Gini Dietrich: yeah. Chip Griffin: You know, what their, what their root thinking is, because I mean, chances are it’s not gonna change anything, but it’s always interesting to find out why. I think the other thing, and, and you touched on this in, in, you know, having a, a, an interview guide and all of that, if you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems. Gini Dietrich: Yes. Chip Griffin: And I think I’ve shared this on the podcast before. Yes. But I have seen so many egregious questions in interviews Gini Dietrich: Yes. Chip Griffin: Over the years that create substantial legal and regulatory issues. Gini Dietrich: Yes. Chip Griffin: Please, please, please train your juniors. Frankly, some of you probably need some training yourselves. Gini Dietrich: Yes. Chip Griffin: On how to do this, Gini Dietrich: I was just gonna say yes. Yes. Chip Griffin: In a way that’s not causing problems. Yes. Because the, I mean, the questions that I’ve seen asked in interviews are just off the charts and, and, and so blatantly inappropriate. Gini Dietrich: Do you have some examples? Chip Griffin: Focus on, and, and, and the other thing is focus on questions that, that actually might reveal something that’s useful to you. Gini Dietrich: Yeah. Chip Griffin: You are not, this is not Google. You’re not out there trying to ask, you know, weird mind game questions. Ask straightforward questions. I, I mean, ’cause the other thing Gini Dietrich: if you were a tree, what kind of tree would you be? Chip Griffin: Yeah, I mean, in addition to the inappropriate questions, you just get these dumb ones, right? Where someone, someone read an article and they’re like, oh, you learn so much if you ask, what kind of tree would you be? Really, you just look crazy as an interviewer. Gini Dietrich: Yeah. Chip Griffin: You’ll look like you’ve lost your mind. Gini Dietrich: Yeah. Chip Griffin: Just don’t do it. Have a real conversation. Treat them like a professional. Treat them with respect. Treat them like you would a prospect. Don’t sit there and, and try to play gotcha games. It’s not a quiz show. It’s not. If you want to go on a quiz show and, and you wanna run your own quiz show, fine. Do that. Your interview subjects, that’s not what it’s for. Don’t ask them in Google Analytics, where do you go to do this? Come on, seriously, just knock it off. Gini Dietrich: That’s funny. Chip Griffin: And if you’re gonna, if you’re gonna try to apply tests to people, you gotta pay them. Gini Dietrich: I totally 100% agree with that. Chip Griffin: But you can’t, Gini Dietrich: yes. Chip Griffin: You can’t say, I need you to write a plan for me. Gini Dietrich: No. Chip Griffin: Or write a press release or something like that. Mm-hmm. Mm-hmm. Particularly if it’s for an actual client you have Correct. And you might actually use it. That’s just wrong. That’s, and I see that way too often. Gini Dietrich: Yeah. Chip Griffin: Where someone says, well, I need to evaluate you. I need you to, to do this. On the technical side, I’ve seen people ask to be written to write all sorts of code. Why? Gini Dietrich: Bad idea. I, you know what, actually Reddit is full of, of those like, so I’m interviewing for this job and they asked me to put together a 12 month plan complete with deck and strategy and blah, blah, blah. Is that normal? And I’m always like, no? Chip Griffin: No, Gini Dietrich: don’t do it. I understand the hiring market is tough right now, but no. Chip Griffin: It’s just bizarre. I mean, honestly, I, I would be suspicious of anybody who could put together that kind of a plan based on, you know, 10 minutes of conversation. Gini Dietrich: Right, right, right. Chip Griffin: I mean, and that’s the other thing. You have to be realistic about what kinds of answers you can get from people in these short windows of time. And so it really is… it’s not necessarily about whether you like them, but it’s, it’s trying to get to understand how they think, how they approach things. You can get those big picture senses off of these conversations, but the, the more granular you get with your question, the less likely it is to be a reliable indicator. Gini Dietrich: Yeah. Chip Griffin: And, and you need to, to again, treat it like a real conversation. So to the extent you have interview guides. Please use them. Just look through them and, and use it as, as a, a general format for the questions you might ask. Please do not do as, as. When I used to advise members of Congress and I prepared questions for them for hearings. Some of them would sit there and ask question one, question two, question three. They wouldn’t even listen to what the, the answer was from the witness at the hearing. They wouldn’t listen to what their colleagues had asked. So I, there were any number of situations where a member would read my question. The member previous to them had asked the exact same question, but they weren’t bothering to listen. Or they asked question one, and they move immediately to question number two, even though the person actually answered question number two as part of their response to question number one. Use your brain. Have a meaningful conversation. Do not walk through your, these are the 10 questions I always ask on interviews and just march through them Gini Dietrich: right Chip Griffin: in forced order. That doesn’t make any sense. You, you need to, to have a real meaningful conversation with someone if you wanna evaluate them properly. Gini Dietrich: Yeah. You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. This, that’s ludicrous. Chip Griffin: Alright, so you, so we’ve, we’ve figured out what we need. We’ve done the interviews. So now how do we pick, we, you know, we’ve got, I mean, let’s say we’ve got a couple of finalists. They’re both in our view, viable finalists. They’re, they’re, they both could do the job. What do you weigh most heavily when you’re evaluating one versus the other? How, how do you make that difficult decision? Gini Dietrich: I’m the wrong person to ask that question ’cause it is based on whether or not I like you and that’s probably not the right response. Chip Griffin: I mean the, there has to be an element of that, particularly in a small agency. Right. You know, you Yeah. If you just, if if you, if you don’t get the right vibe off of someone and you’re like, ah, this just doesn’t… listen to yourself. Gini Dietrich: Yeah. Chip Griffin: Right. If, if you don’t enjoy having the conversations with that person during the interview process, Gini Dietrich: it’s not gonna get better. Chip Griffin: And maybe you say, well, but they’re, they have all the skills. They have all the connections. They know what they’re doing. Oh, it’d make my life so easy. Listen to yourself there. And that doesn’t mean that you have to have that, you know, you need to hire people that you want to go out and have a beer with after work or something like that. But, you know, you’ve gotta feel like, I could talk to this person Gini Dietrich: Yeah. Chip Griffin: An hour or two a day and I, I wouldn’t lose my mind. Gini Dietrich: Yeah. Chip Griffin: Don’t ever say they’ve got so much talent. I’m gonna ignore that. Gini Dietrich: Yeah. Never, because I, the way I think about it is, and the same thing with clients, I would say it will, it gets to the point that I’m gonna end up canceling meetings with this person or with this client. If the answer is yes, then it’s not the right fit. Chip Griffin: Yeah. I mean, and, and the flip side is true too. Going to your point very early in this conversation, if you, if you are enjoying your conversation with that person, don’t overlook the fact that they don’t actually have the skills Yeah. That match up. Mm-hmm. Or, you know, they are under, it will bite you, underqualified or overqualified for the role. They still need to be a fit for the role. No matter how much you enjoy uhhuh your conversations with them or how smart you think they are, Uhhuh, that they may be a good fit for your organization at some point in some role, but it may not be the one you’re hiring for now. Mm-hmm. So make sure that you’re clear with yourself and don’t talk yourself into something. I, I see this a lot where people will get through the hiring process and they find someone that they really like and they’re like, well, they’re not really a fit for this role, but I could see them doing this or that. It’s okay to be flexible, but make sure that whatever this or that is, is really something you need. And you’re not talking yourself into an additional expenditure or putting yourself in a position where, yes, you’ve got that person, but now you still have to hire for this other role. You, you may make things more difficult for yourself in that. So make sure that you’re always going back to what did you say you needed? And if we’re deviating from that, why? And is it, is it a sound business case for making that decision? Gini Dietrich: Yeah, absolutely. Learn from me. Don’t make those mistakes. It costs a lot of time, a lot of money, and a lot of angst. It burns, some bridges. Learn from me. Chip Griffin: And, and also throughout the interview process, and I think we’ve talked about this on the, the show in the past before start thinking about those interview conversations, the hiring conversation where you’re making the offer. Think about all of those as part of the onboarding process. Because it really is a seamless transition or should be a seamless transition into the onboarding and ultimately retention. I mean, when, when we talk about retaining employees, it goes back to how the interviews went. Absolutely. The questions you asked, the way you handled yourself, all of that impacts things that will happen 6, 12, 18 months down the road or even more. Yeah. And so you need to be mindful of that and thinking about how would this person perceive the questions we ask, the process we follow, are we frankly canceling a lot of times on them during the interview process. You need to treat them with respect, if you want to be treated with respect, if you want to build a lasting relationship. So think about all of that at every step of the hiring process, from that first interview, to the last interview, to the offer, et cetera. Gini Dietrich: Absolutely, yes. It’s very, very, very important for you to be organized and prepared. Hire slowly. Those will be the things that save you from a hiring perspective. And like I said, learn from me and don’t always hire just people you like. Chip Griffin: There you go. But don’t hire people you dislike either. Gini Dietrich: So well, sure. But they also have to have the skills to do a good job. Chip Griffin: All right, well I guess with that, we’ll let you keep your job for now, so Gini Dietrich: Well thanks. Thanks. I appreciate it. Chip Griffin: On that note, we will draw this episode to a close. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich, Chip Griffin: and it depends.
Today we sit down with Matt Hofer, an offensive lineman at the University of Toledo and a member of the Allstate AFCA Good Works Team. Over the last two years, Matt has committed himself to global mission work, traveling to Kenya and the Philippines to serve in schools, orphanages, and churches, supporting underserved communities through faith and service. His impact extends to his hometown too, where he volunteers with the Cherry Street Mission, the Toledo Boys & Girls Club, and Victory Day, along with outreach efforts in local schools and community programs throughout Toledo. In this conversation, Matt opens up about his faith, leadership mindset, life as a student athlete, and the deeper purpose that drives him beyond the football field. A story about serving others, leading with humility, and using the platform of sport to make a real difference.
We bought back one of our old segments called "Remember Me" We have organised a surprise for one of our team members - it's someone from their past who they haven't spoken to for years! Hear who it was! See omnystudio.com/listener for privacy information.
Sneable Sports 5, Meet Tommy Tacklebarry: Team Leader by Jennifer K Rosen https://www.amazon.com/Sneable-Sports-Meet-Tommy-Tacklebarry/dp/B0F52W12PL Meet Tommy Tacklebarry, founder and team leader of The Sneable Sports 5! The Sneable Sports 5 are five friends who come from all over America and joined together as co-founders to create a special organization to share their own unique experiences. Helping kids is what they love to do! Tommy Tacklebarry is the first book in this engaging series featuring talented athletes who are determined to help children navigate any challenges they may face in life. Many types of sports, especially football, have always been easy for Tommy, but sitting still, staying quiet and focused when he was in the classroom was a challenge for him. His football coach, Mr. Bevel and his Teacher Mrs. Angleton, help Tommy learn to use his voice in a positive way and to understand how he learns best in the classroom. With their inspiration, Tommy decided he wants to help others, so he formed the Sneable Sports 5 team with four of his friends. Their goal is to help children through any challenges they may face in life with education, counseling and other various programs. The Sneables all share a desire to help kids just like YOU excel in whatever you do! We know you have many choices in the ever-growing world of children’s books, but we believe this series offers something that is different, inspiring and enjoyable for your child and the whole family. At the end of the story, Tommy offers helpful tips about bullying. We want you to know that you don’t have to be a star athlete to be a Sneable Sports 5 Team Member, you and your child will find a list of ways they too can become a Team Member with their very own Certificate of Accomplishments! Follow the adventures and experiences of these sports characters.
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