Podcasts about Treat

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kurt Farquhar. Television & Film Composer, Founder of Fall Crop Productions and True Music ProNotable Credits: The King of Queens, Girlfriends, The Parkers, Being Mary Jane, The Proud Family, The Neighborhood, Black LightningAwards: 10 BMI AwardsTenure: 38+ years in television Purpose of the Interview The purpose of this interview is to educate and inspire creatives, entrepreneurs, and professionals about longevity, adaptability, and wealth-building behind the scenes. Kurt Farquhar’s journey highlights how sustainable success comes from mastery of craft, relationship-building, and treating creativity as a business—not chasing visibility or fame. Rushion McDonald uses Kurt’s career as a blueprint for: Building mailbox money through residuals Staying relevant across decades of industry change Monetizing intellectual property Leveraging relationships to sustain opportunity Core Themes Discussed Longevity vs. “getting on” Behind-the-scenes success Residual income (“mailbox money”) Adaptability in changing industries Creative originality Relationship capital Diversifying income through ownership Treating art like a business Key Takeaways 1. Staying In Is Harder Than Getting In While many focus on breaking into the industry, Kurt emphasizes that lasting success requires constant reinvention. “The continuing it for the 30-plus years has been way harder than the getting in in the first.” Insight: Longevity requires discipline, humility, and evolution. 2. Behind-the-Scenes Roles Can Be More Sustainable Kurt chose composing over performing, allowing him to age into his career rather than age out of it. “In television and film… all I’ve got to say is John Williams is in his 90s and still composing.” Insight: Choose lanes that allow long-term relevance and recurring income. 3. Residual Income Is Real Wealth Rushion and Kurt discuss “mailbox money”—recurring payments from past work. “If you just had the mailbox money for King of Queens, you’d be fine.” Insight: True financial freedom comes from owning work that keeps paying. 4. Adaptability Is Non‑Negotiable Kurt has survived massive industry shifts—from analog tape to digital production—by embracing change. “Sustain that good idea, change it, polish it up, and mold it for the changing times.” Insight: Talent without adaptability becomes obsolete. 5. Originality Comes From Listening, Not Forcing a Style Kurt avoids creative stagnation by serving the story, not his ego. “I don’t come in every day trying to force the singular style I’ve done for 38 years.” Insight: Longevity depends on collaboration and humility. 6. Relationships Are Career Currency Kurt credits long-term success to consistently showing up for people—before they’re powerful. “If you only call someone once you read they’ve got something coming up, it’s already too late.” Insight: Relationships built without agenda produce lasting opportunity. 7. Saying “Yes” Creates Opportunity Kurt embraces what he calls the power of yes. “I figure I can say yes more than you and end up making more and doing better.” Insight: Opportunity favors those who remain open, prepared, and professional. 8. Ownership Multiplies Creativity Into Business Kurt built True Music Pro, a licensing library used across major networks and streaming platforms. “I realized companies were licensing more of my music than I was… so I built my own library.” Insight: Ownership turns talent into scalable income. Notable Quotes “The journey to stay in is harder than the journey to get in.” “Treat it like a business and it might treat you in kind.” “I do my job, I do it the best I can, and I move on to the next one.” “Character is character. Relationships matter.” “That success doesn’t happen by accident. It happens with care.” Overall Impact of the Interview This interview serves as a masterclass on creative longevity and wealth-building without celebrity dependency. Kurt Farquhar’s story reframes success as: Consistent excellence Relationship stewardship Business ownership Adaptability across generations It is especially powerful for: Creatives seeking sustainable careers Entrepreneurs building IP-based businesses Professionals navigating long-term relevance Anyone pursuing “quiet wealth” over public fame #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kurt Farquhar. Television & Film Composer, Founder of Fall Crop Productions and True Music ProNotable Credits: The King of Queens, Girlfriends, The Parkers, Being Mary Jane, The Proud Family, The Neighborhood, Black LightningAwards: 10 BMI AwardsTenure: 38+ years in television Purpose of the Interview The purpose of this interview is to educate and inspire creatives, entrepreneurs, and professionals about longevity, adaptability, and wealth-building behind the scenes. Kurt Farquhar’s journey highlights how sustainable success comes from mastery of craft, relationship-building, and treating creativity as a business—not chasing visibility or fame. Rushion McDonald uses Kurt’s career as a blueprint for: Building mailbox money through residuals Staying relevant across decades of industry change Monetizing intellectual property Leveraging relationships to sustain opportunity Core Themes Discussed Longevity vs. “getting on” Behind-the-scenes success Residual income (“mailbox money”) Adaptability in changing industries Creative originality Relationship capital Diversifying income through ownership Treating art like a business Key Takeaways 1. Staying In Is Harder Than Getting In While many focus on breaking into the industry, Kurt emphasizes that lasting success requires constant reinvention. “The continuing it for the 30-plus years has been way harder than the getting in in the first.” Insight: Longevity requires discipline, humility, and evolution. 2. Behind-the-Scenes Roles Can Be More Sustainable Kurt chose composing over performing, allowing him to age into his career rather than age out of it. “In television and film… all I’ve got to say is John Williams is in his 90s and still composing.” Insight: Choose lanes that allow long-term relevance and recurring income. 3. Residual Income Is Real Wealth Rushion and Kurt discuss “mailbox money”—recurring payments from past work. “If you just had the mailbox money for King of Queens, you’d be fine.” Insight: True financial freedom comes from owning work that keeps paying. 4. Adaptability Is Non‑Negotiable Kurt has survived massive industry shifts—from analog tape to digital production—by embracing change. “Sustain that good idea, change it, polish it up, and mold it for the changing times.” Insight: Talent without adaptability becomes obsolete. 5. Originality Comes From Listening, Not Forcing a Style Kurt avoids creative stagnation by serving the story, not his ego. “I don’t come in every day trying to force the singular style I’ve done for 38 years.” Insight: Longevity depends on collaboration and humility. 6. Relationships Are Career Currency Kurt credits long-term success to consistently showing up for people—before they’re powerful. “If you only call someone once you read they’ve got something coming up, it’s already too late.” Insight: Relationships built without agenda produce lasting opportunity. 7. Saying “Yes” Creates Opportunity Kurt embraces what he calls the power of yes. “I figure I can say yes more than you and end up making more and doing better.” Insight: Opportunity favors those who remain open, prepared, and professional. 8. Ownership Multiplies Creativity Into Business Kurt built True Music Pro, a licensing library used across major networks and streaming platforms. “I realized companies were licensing more of my music than I was… so I built my own library.” Insight: Ownership turns talent into scalable income. Notable Quotes “The journey to stay in is harder than the journey to get in.” “Treat it like a business and it might treat you in kind.” “I do my job, I do it the best I can, and I move on to the next one.” “Character is character. Relationships matter.” “That success doesn’t happen by accident. It happens with care.” Overall Impact of the Interview This interview serves as a masterclass on creative longevity and wealth-building without celebrity dependency. Kurt Farquhar’s story reframes success as: Consistent excellence Relationship stewardship Business ownership Adaptability across generations It is especially powerful for: Creatives seeking sustainable careers Entrepreneurs building IP-based businesses Professionals navigating long-term relevance Anyone pursuing “quiet wealth” over public fame #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

FREE 10 Day Couples Challenge Check out Relationship Academy!  In this episode, we talk about what trauma treatment actually looks like and why healing is not as simple as “telling the story” or getting the memory out of your brain. Trauma is not only stored as information. It is often held in the body, in our nervous system, and in the protective responses we learned in order to survive. Because of this, effective trauma work usually requires more than talking through the details. It requires pacing, safety, resourcing, body awareness, and learning how to stay connected to yourself while approaching painful material. We also explore why therapists may not always ask for every detail right away, how trauma responses can show up in relationships, and why healing often begins with compassion for the parts of us that adapted to protect us. Give Me Discounts! Rhythm - Get 15% off + Free shipping the world's easiest at home blood testing ⁠⁠Simple Practice⁠⁠ - If you're in mental health and not using simple practice then what are you doing??? ⁠⁠Spark My Relationship Course:⁠⁠ Get $100 off our online course. Visit⁠⁠ SparkMyRelationship.com/Unlock⁠⁠ for our special offer just for our I Do Podcast listeners! Tanasi - Use code “relationship" for 25% off your first order. *If you love this episode (and our podcast!), would you mind giving us a⁠ review in iTunes⁠? It would mean the world to us and we promise it only takes a minute. Many thanks in advance! – Colter, Cayla, & Lauren Learn more about your ad choices. Visit megaphone.fm/adchoices

The dead do not rest easy - not if they've been on the Buckfast, at least. Treat yourself to a buffet of British walking deads / shufflers / deadites / whatever you want to call 'em. From a finger-nibbling zombie in Buckfastleigh to a double-deadbeat husband in Buckinghamshire, this episode is a vintage Jimmy Shakes grab-bag. It seems that what you do in life DOES continue in the afterlife. Especially if what you did was be chased by hounds or bother local maidens / livestock. So crack open a Buckie (not obligatory) and enjoy! Come see us in Oxford! ⁠⁠⁠July 1st 2026 (2026)⁠⁠⁠ Join the LoreFolk at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/loremenpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ko-fi.com/loremen⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Check the sweet, sweet merch here... ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.teepublic.com/stores/loremen-podcast?ref_id=24631⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @loremenpod ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠youtube.com/loremenpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.instagram.com/loremenpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.facebook.com/loremenpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Thought process   Thought process   5 title options Vacationing With Kids (Without Pretending It's a Vacation) — clear, evergreen, leads with the reframe. (My top pick — you said you'll reference this every summer, so the title should say exactly what it is and survive out of season.) Why Your Family "Vacation" Isn't Actually a Vacation — the reframe as the hook You're Probably Not Going to Enjoy It (And That's Okay) — pattern-interrupt, very you Treat the Trip Like a Business Trip — leads with the practical metaphor How to Travel With Little Kids and Still Love Yourself Full show notes below using the top pick. Title: Vacationing With Kids (Without Pretending It's a Vacation) Every summer it happens. You pack up the little kids, drive to the beach or the grandparents, and somewhere around day three in an unfamiliar Airbnb with no blackout curtains and a toddler who won't sleep, you wonder why you thought this would be fun. Sterling Jaquith has a reframe that changes the whole thing: stop calling it a vacation. In this evergreen episode you can come back to before any trip, Sterling walks through why little kids won't remember the vacation anyway, what they do remember, and the three honest questions to ask before you go. It's permission to stop chasing "relaxing" with a houseful of tired, dysregulated humans, and to plan the trip like the world's best personal assistant instead. Because the answer, through all of it, is always love. Including love for yourself. WHAT WE COVER IN THIS EPISODE: Why calling it a "vacation" is the first trap, and treating the trip like a business trip with a mission and a plan instead The honest truth that you may not enjoy it with little kids, and why that doesn't mean anything has gone wrong The three questions to ask before you go: What's my mission? What three feelings am I actually going for? How do I set myself up for those? Creating novelty on the cheap (crazy straws, Goodwill toys, stovetop popcorn, pop rocks, and the screen time you'd normally say no to) Planning something that's just for you, whether it's before, during, or after the trip Why Catholic moms living only for everyone else isn't how God designed you, and how to love yourself hard through the hard parts EPISODE TIMELINE: [00:00] – Why this is your reference episode for every future summer, holiday, and spring break [04:00] – "I don't think you can enjoy it." The coaching conversation that started this [08:00] – What kids actually remember, and why Sterling makes a photo book every year [12:00] – The three questions: mission, the top three feelings, and setting yourself up to feel them [16:00] – Creating novelty, building in real breaks, and planning something for you [19:00] – The answer is always love, and why God doesn't want you at the end of your rope LINKS AND RESOURCES MENTIONED: Rhythm of War which is Book 4 of the Stormlight Series by Brandon Sanderson (the audiobook Sterling and her husband listened to on their cross-country drive): https://amzn.to/4w34nwC Calm Catholic Kids (Summer of Kindness stories free now, Collections 4 and 5 coming soon): https://calmcatholickids.com CONNECT WITH STERLING JAQUITH: Website: https://catholicmomcalm.com Connect on Instagram: https://www.instagram.com/catholicmomcalm

Gray hair is having a moment, and it's not what you think. Chalene Johnson is breaking down the hair trend that's saving women time, money, and countless hours in a salon chair. Plus, why midlife women are absolutely dominating the influencer space right now, and what Bethenny Frankel's jaw-dropping income confession says about the future of brand deals. Then there's the Beckham family drama that's got everyone talking, but not for the reason you'd expect. Brooklyn Beckham's very public distancing from his parents is shining a light on a trend that's quietly playing out in therapy offices and family group chats everywhere. Going low contact is a term you're about to hear a lot more of, and Chalene shares exactly where she stands on it. Recorded from Paros, Greece, this episode also includes a quick update on what Chalene and Bret have been up to, a travel confession involving an unfortunate amount of cheese and bread, and a new watercolor hobby that somehow turned into a $300 art haul. Join Chalene on her private podcast

I want to reframe something for you. Because if auditioning feels heavy, like a test, like a judgment, like a moment that could determine your entire future, I get it. I have been there. I remember walking into audition rooms feeling like I was literally going to my death, like I should smoke a cigarette first. That is how loaded it felt. But here is the thing. That is not actually how the industry works. Auditions Are an Interview Process The job is being hired to work on the set, the stage, or in the studio. Auditions are how you get there. They are an interview process, not a verdict. And so many things that determine whether you book are completely outside your control. Chemistry with other actors. Network preferences. An age range that shifted overnight without anyone updating the breakdown. I once had a scene with Warren Beatty in a major feature film and the night before I was supposed to shoot, they rewrote me out of the script entirely. That scene was just gone. And that had nothing to do with my audition. Sometimes you give a fantastic audition and you are still not the right piece of the puzzle. That is just the reality of this business. What Working Actors Think Differently Actors who book consistently walk into auditions with a completely different mindset. Instead of pick me, it is more like let me see if we are a match. Let's see if this works. That one little shift removes the desperation. It creates collaboration. Bryan Cranston talks about this so beautifully in his autobiography A Life in Parts, which I will link in the show notes because you have to read it. He talks about dropping off the gift of his talent. Just dropping it off. No attachment to the outcome. One of the most effective tools I have ever used in auditioning is asking myself how can I serve this project? Forget whether I get it or not. How can I serve it in this moment? What ideas can I give them? When you stop seeing auditions as judgment you can relax, and relaxed actors give better performances. Lee Strasberg talked about this all the time. The Real Purpose of an Audition Casting directors are not looking for perfection. We are trying to answer one question. Is this the right person for the role? Or are they in the ballpark? But auditions also serve another purpose. They introduce you to casting directors. They reinforce relationships you already have. The audition is not just about this job. It is about building something longer term. Casting directors bring actors back again and again once they trust their work. Because if you give great auditions, you make us look good to our clients. Energy Matters More Than You Think Humans feel energy immediately. I think casting directors feel it even faster. If you are tense and fearful it comes off like you are just trying to survive the audition, not enjoy it. Actors who come in grounded and curious look like collaborators. Because that is what they are doing. They are coming into the room to collaborate. And that energy, it matters more than most actors realize. The Bottom Line Auditions are not the job. They are opportunities to show your work and build relationships. Treat them like a creative collaboration instead of a life or death moment. When you start doing that something shifts. You start enjoying the process. And when we are in a state of joy, people want to work with us. Joy is a high vibration. It is contagious. The goal is not to book the job. The goal is to become someone that casting wants to bring back over and over again. And also to have fun doing it. It is going to be okay. It really is. Want to Keep the Conversation Going? I have a free acting business audit for you. It is a questionnaire you answer on your own to see where you are at with the business side of your acting career. And as I always say, stay safe and treat yourself real well.

Send us Fan MailThis video is about My Feedback can be difficult to hear, especially when it conflicts with how you see yourself.You believe you are confident, but someone describes you as dismissive. You consider yourself collaborative, yet colleagues experience you as closed off. You think you are being decisive, but your team sees you as unwilling to listen.That disconnect may feel unfair. However, it can also reveal one of the most important factors affecting your leadership growth: the gap between what you intend and what other people experience.In this episode of The Mid-Career GPS Podcast, I examine how the leadership perception gap can influence your reputation, professional relationships, promotion opportunities, and career advancement.I am recording this episode after delivering the closing keynote at NextUp's Rising Stars Conference, where participants used feedback from a 360 assessment to strengthen their leadership development. That experience reinforced something I see repeatedly in my coaching and speaking work.Most mid-career professionals do not lack skill, experience, or commitment. What they often lack is accurate, actionable feedback from people they trust.Why Self-Awareness Matters for Career AdvancementLeadership is not defined solely by what you intend. It is also defined by what other people experience when they work with you.You may intend to challenge your team, but they experience you as overly critical. You may intend to give people autonomy, but they experience a lack of support. You may intend to demonstrate confidence, but others experience you as unwilling to consider different perspectives.Your intentions matter, but they do not erase the impact of your behavior.This is why leadership self-awareness is essential for anyone seeking a promotion, greater influence, or a more strategic role. You cannot close a perception gap you are unwilling to examine.Why “You're Doing Great” Can Stall Your CareerSome of the most limiting feedback mid-career professionals receive sounds positive.“You're doing great.”“Keep doing what you're doing.”“You're reliable.”“We can always count on you.”These statements may be sincere, but they do not necessarily help you grow.Being reliable, trusted, and busy does not automatically mean you are viewed as influential, strategic, or ready for the next level of leadership. Vague praise can prevent you from identifying the behavior changes required to advance your career.In this episode, I explain how to look beneath general compliments and ask better questions about your leadership effectiveness, visibility, and readiness for greater responsibility.How to Process Difficult Feedback Without Becoming DefensiveTough feedback can trigger embarrassment, frustration, anger, or self-doubt. It is easy to dismiss the feedback, question the other person's motives, or immediately defend your intentions.Instead, I share a practical process for evaluating feedback more objectively:Pause before responding.Treat the feedback as a data point rather than an absolute truth.Separate your emotional reaction from the information being offered.Look for patterns across different people and situations.Identify what the behavior may be costing you.Choose one specific behavior to change.One person's opinion may be an outlier. When several people describe a similar experience, however, you have a pattern worth examining.The goal is not to change everything about yourself. The goal is to identify one behavior that could improve your leadership presence, relationships, credibility, or promotion readiness.How to Get 360-Style Feedback Without a Formal AssessmentYou do not need access to a formal 360 leadership assessment to receive valuable feedback.You can begin by having intentional conversations with your manager, peers, direct reports, mentors, former colleagues, and trusted professional contacts. The key is to speak with people who will offer honest insight rather than simply validate what you already believe.Consider asking questions such as:What is one leadership strength I should continue using?What is one behavior that may be limiting my effectiveness?When have you seen me at my best as a leader?What do I do that may make it harder for people to work with me?What would I need to demonstrate for you to see me as ready for the next level?Do not collect feedback merely to prove that you are doing well. Use it to understand how others experience your leadership and where a small change could create a meaningful difference.In This Episode, You Will Learn:Why unclear feedback can create confusion and stall leadership developmentHow 360 assessments reveal leadership strengths and perception gapsWhy leadership is shaped by what people experience, not only by what you intendHow positive but vague feedback can quietly limit career advancementWhy reliability, trust, and busyness are not the same as influence and strategic valueHow defensiveness and poorly delivered feedback prevent meaningful growthHow to decode vague praise that may signal a leadership limitationA step-by-step process for responding to difficult feedbackHow to identify patterns instead of overreacting to one person's opinionHow to gather honest, 360-style input without using a formal assessmentHow changing one behavior can improve your leadership reputation and career opportunitiesBuild the Leadership Reputation You WantThe feedback that frustrates you most may contain the insight you need most.You do not have to agree with every comment you receive. You do need to remain curious about the patterns shaping how others experience you.When you learn how to separate intention from impact, you can make more strategic decisions about how you communicate, lead, and show up at work. That self-awareness can help you strengthen your professional relationships, increase your influence, and position yourself for your next career opportunity.Listen to this episode and identify one perception gap that may be affecting how you are seen when you are not in the room.Bring This Conversation to Your OrganizationI speak to organizations and professional associations about career advancement, leadership effectiveness, communication, and how we SHOW UP at work.If you know an organization that is looking for a keynote speaker or workshop facilitator, I would appreciate an introduction. I design engaging and practical experiences that help mid-career professionals and leaders increase their self-awareness, strengthen their influence, and lead more impactfully.To discuss a keynote, workshop, or facilitated leadership development program, connect with me through the information in the show notes, on LinkedIn, or email me at john@johnneral.com.Remember, how you SHOW UP matters.Support the showIf this episode resonated with you and you want more support in how you SHOW UP for your career and life, I want to invite you to join the SHOW UP Leadership Lab. This is my group membership program where you'll get the clarity and support you need to SHOW UP more impactfully and effectively in your life and career. Visit https://johnneral.com/showup to join. Please leave a rating and review on Apple Podcasts here.Connect with John on LinkedIn here.Get John's New Mid-Career Journal on Amazon here.  Follow John on Instagram @johnneralcoaching. Subscribe to John's YouTube Channel here.  

Millions of Medicare beneficiaries are about to gain access to GLP-1 weight loss medications for as little as $50 per month through the new Medicare Bridge Program, launching July 1. In this episode of On The Pen, Dave Knapp sits down with obesity medicine expert Angela Fitch to break down exactly who qualifies, how to apply, which medications are covered, and what this historic expansion of obesity treatment access means for patients across America.We discuss:✅ Medicare Bridge Program eligibility requirements✅ Zepbound, Wegovy, Foundayo (orforglipron), and GLP-1 coverage updates✅ BMI and comorbidity qualifications✅ Prediabetes, sleep apnea, cardiovascular disease, and obesity treatment access✅ How Medicare patients can obtain GLP-1 medications✅ Why obesity is finally being treated as a chronic disease✅ The future of obesity medicine and Medicare coverage✅ Concerns about access to care vs access to medication✅ Muscle loss, nutrition, strength training, and healthy weight loss✅ The Treat and Reduce Obesity Act (TROA)This may be one of the most important developments in obesity treatment history, potentially opening the door for millions of Americans living with obesity, prediabetes, cardiovascular disease, and other weight-related conditions to receive evidence-based care.

Send us Fan MailIf you've ever looked at your life and wondered how you became the person who does everything for everyone — this episode is for you.In this deeply personal and unflinching episode, Matilda explores the hidden architecture of people-pleasing: how it gets installed in childhood, how it quietly transfers into our adult relationships, and why so many women in their fifties arrive at a moment of reckoning that looks like a crisis but is actually the first honest conversation they've had with themselves in decades.This isn't a man-blaming episode, or a marriage-blaming episode. It's an invitation to look at the model of love you were handed before you were old enough to question it — and to ask, honestly, whether you want to keep building on it.A full guided meditation — “Putting The Ledger Down” — is included at the end to help you move this from your head into your body, where it can actually do something.  Live Event BendigoAre You Listening Workshop - connect with your guidesZoom Mediumship DemonstrationMatilda's WebsiteSocial Media LinksPatreonSupport the showSupport the show

What builds trust when you don't have a title or position of authority? SUMMARY According to Lt. Col. Joe Bledsoe '11, it's honesty, integrity, humility presence and action. Tune in as he shares practical leadership lessons learned from the Academy, combat aviation and years of mentoring others.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN   COL. BLEDSOE'S TOP 10 LEADERSHIP TAKEAWAYS 1. Leadership starts before the title. People follow your example, ideas, and presence long before you get formal authority. 2. Informal leadership is as real as formal leadership. Class president, wingman, or peer—your influence, credibility, and support role matter even without rank. 3. Be “clay to be molded.” Show eagerness, humility, and effort; people notice fresh attitude and willingness to embrace hard things. 4. You can't lead alone—build a trusted team. Time management and heavy responsibility force you to delegate to people you trust and empower them. 5. Trust has two layers: inherent and earned. Start with inherent trust (shared values, shared background) and deliberately grow earned trust through behavior. 6. Five traits that build credibility fast: Honesty, integrity, humility, presence (actually being there, engaged), and decisive action. 7. Debrief like a fighter pilot: brutally honest, never personal. Separate the person from the performance, do root‑cause analysis, fix errors, and then move on—no re‑litigating. 8. Own your mistakes out loud. Saying “I'm sorry,” “I was wrong,” or “I don't know, but I'll find out” accelerates trust and models humility. 9. Mentors and mentees are non‑negotiable. Continuously seek guidance from those ahead of you and invest in those behind you to sharpen your own thinking. 10. Prioritize relationships and pride in the mission. Treat family and friends well, cultivate the Long Blue Line, and remember you're on the A‑team—act like it.   CHAPTERS 00:00:00 — Opening & Guest Intro Show open, Naviere introduces Lt Col Joe “Paveway” Bledsoe and his career highlights. 00:01:13 — Voluntold to Lead: Becoming Class President Basic cadet training, being “voluntold,” interview gauntlet, and getting elected class president. 00:04:09 — What a Class President Actually Does Informal vs formal leadership, picking the class exemplar (Robin Olds), dining‑ins, spirit missions, and accountability. 00:08:38 — From Future Doctor to Fighter Pilot Arriving at USAFA wanting to be a physician, loving biology and medicine, and the first seeds of doubt. 00:10:03 — Ops Air Force, Powered Flight, and the Pivot Deployed Ops Air Force in CENTCOM, exposure to flying in theater, powered flight, and choosing pilot training over med school. 00:12:22 — Mentors, Family, and Making a Hard Call Mentorship from family, upperclassmen, and permanent party; emotional weight of changing paths and family's reaction. 00:14:08 — Leading Without Rank: Credibility and Trust Informal leadership as a young wingman, lessons from time management and delegation as class president, inherent vs earned trust, and key traits (honesty, integrity, humility, presence, action). 00:22:06 — Fighter Pilot Debriefs & Radical Feedback Culture Brutally honest debriefs, owning mistakes, root‑cause analysis, safety and mission focus, and how that mindset translates beyond the cockpit. 00:27:48 — Leadership at Home: Marriage, Parenting, and ‘Knock It Off' High‑school‑sweetheart marriage, parenting, using accountability and humility with kids, and balancing “fighter pilot” mode with being a husband and dad. 00:30:30 — Future Conflict, Growth, and Pride in the Long Blue Line Risk and future fight, Institute for Future Conflict, exposure to other AFSCs and logistics, daily growth habits (mentors, mentees, reading, writing, running), advice to younger self, and closing message on being proud of USAFA and the A‑team.   ABOUT COL. BLEDSOE BIO Lt. Col. Joseph “Paveway” Bledsoe '11 is a U.S. Air Force Academy graduate and recognized leader whose career has spanned combat operations, advanced airpower development and service to the Long Blue Line. A native of rural Pennsylvania, Bledsoe graduated from the Academy in 2011 with a degree in biology before earning a Master of Public Policy from the University of Maryland.  He is Currently assigned to the Institute for Future Conflict at the U.S. Air Force Academy where he studies the future of airpower, emerging technologies and the challenges of great-power competition. Prior to joining the Institute, he helped lead training and operational planning efforts at the 366th Fighter Wing, contributing to major exercises and the wing's first deployment to the Indo-Pacific region. His work bridges the gap between today's operational realities and tomorrow's strategic challenges. A recipient of the Association & Foundation's Young Alumni Excellence Award, Bledsoe is widely respected for his emphasis on faith, family and service. Throughout his career, he has remained deeply connected to the Academy community through mentorship, alumni leadership and a commitment to developing the next generation of leaders. On this episode of Long Blue Leadership, he shares lessons learned from leading peers, building influence before authority and navigating high-stakes decisions in both the cockpit and the profession of arms.   CONNECT WITH JOE LINKEDIN   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Lt. Col. (Ret.) Joe "Paveway" Bledsoe" '11  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99    Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership begins long before you've ever been put in charge. It starts when people trust you enough to follow your example, your ideas or your vision. I'm Naviere Walkewicz, Class of '99; Long Blue Leadership starts now. Well, Lt. Col. Joe “Paveway” Bledsoe the Third. Welcome to Long Blue Leadership. Lt. Col. Joe Bledsoe 0:20 Naviere, it's great to see you. Thank you for having me here today. I'm looking forward to the conversation. Col. Naviere Walkewicz 0:24 So, Joe, your career has been exciting so far, and you're still in it. You know, you have been operational leader, obviously an F-15E Strike Eagle pilot. You've been deployed, you have been a researcher, you're a Young Alumni Excellence Award winner for our Association & Foundation, you've been an AOG board director and a fellow for the Institute for Future Conflict. And that, that's just, you know, a short little list, because you're a student heading back into, over to, is it North Carolina, right? Seymour Johnson.   Col. Joe Bledsoe 0:53 That's correct. Seymour Johnson, yep.   Col. Naviere Walkewicz 0:54 In the cockpit, yeah. Col. Joe Bledsoe 0:56 Yeah, we're super excited. Col. Naviere Walkewicz 0:59 Yes. Well, we're going to touch on probably many of those places, but I want to dial it back to something that only one graduate in every class experiences, and for you it happened shortly after Basic Cadet Training. Your class selected you as your class president. How did that come about? Col. Joe Bledsoe 1:14 How did that all go down? That's a great question. So there we were, right after basic training. I was in Cadet Squadron 19 for my freshman year, and I got the opportunity — this is one of those voluntold moments, right — where the upperclassmen and BCT cadre said, “Joe,” or “Cadet Bledsoe, report to H-1 during transition week.” That's when everybody's coming back, and you're like, “Sure, yep, yes, sir, yes, ma'am. Here we go.” So I show up with 40, 50 other fourth-class cadets, and we come to find out it was for us, and we were going to go through who was going to be the class officers. So first off, as I look back on that experience, a lot of respect and no humility being asked to go like represent Squadron 19, right? Like, I didn't volunteer, they just kind of pointed me in that direction, so we show up and got to interview with the upperclassmen, class officers, and there's funny interview questions, real serious interview questions. You know, I was just honest, right? Like, I'm here. This is what I think about what being a leader looks like, and how I could help serve the class, not thinking I would ever be selected, right? And as the night is going on, and ACQ is right around the corner, they kind of whittle it down to four or five of us, and we get up in front of the rest of the cadets and classmates that were there, and it was an open forum, like you know, back in Rome times, like you're standing in the gauntlet, Yeah, like it was like Roman voting, right? And asked a bunch of questions, and I remember standing up there with, you know, preppies, prior enlisted, and then me, just like straight off the street, and there's a couple other of us up there, and just answer the questions honestly, and at the end of that, there was a vote, and you know, they read the results, and I was like, "Holy smokes, I'm class president. How did this, how did this happen,” right? And I think there's a lot that — it was daunting at first, right? And then also, like, “This is awesome, I don't know what I'm getting into,” right? I just found out about it. I remember walking back on the Tizo. This was the first time I can say this now, because you know, grad, and I didn't run the strips because the upperclassmen and class officers walked me back, and I distinctly remember to — back to my squadron to — Jordan Kraft and Forrest Underwood walked back and were given some mentorship to me, like here's how to succeed, here's things we would recommend, and it was just an awesome opportunity to like kind of learn what pure leadership looks like, what it means to be in this not org chart that is unique to the Academy, and that's where the, that's where the adventure started for class president. I'm still, I haven't been fired yet, and I still proudly serve the Class of 2011 — Robin Olds' class — as their class president, and it's one of the best jobs that I have the privilege of doing. Col. Naviere Walkewicz 4:10 My goodness. I mean, just to unpack that a little bit, obviously, in basic cadet training, you did enough to impress your cadre, I'm sure that there was probably some sort of cadre selection to bring however many of them forth first. Would you say that you would you agree with that, or is that — am I way off? Col. Joe Bledsoe 4:28 Yeah, I would say —I think when I look back my time at basic training, like I wanted to come to the Academy since I was in your school, right? So, like, I thrived — I'm not saying it was easy by any means, right? We all know that, but I thrived in like this new adventure, right? And I took everything, I embraced everything. I think that may have been something they saw, right? Like I was clay to be molded, right? And I had some prior opportunities in basic to show that to my BCT cadre, and they picked up on it. It wasn't that I was trying, but I think looking back on that experience, there was moments of like my freshness, my eagerness, my like pride in that I made it to basic training, that I wanted to just try as hard as I could, and I think some of that probably shown through, and ultimately may have been why I was selected to go try that interview process, right? Col. Naviere Walkewicz 5:20 So that interview process, at the end of the day, you were elected by your peers, and you know it — to your point — you said in that unusual, the not normal org chart, right, the one that doesn't exist, but yet you have leadership of your class. What did that look like? How did that translate? Because not many of us are class president, I'm certainly not my class president, and so I'm not sure what that leadership role looks like. Can you share a little bit more about some examples? Col. Joe Bledsoe 5:46 Yeah, I think that that leadership role was very different each year, right? As a freshman and a sophomore, as a four-degree and a three-degree, before any official academy leadership position starts to present themselves, that they do for two-degrees and firsties, it was a lot of helping the class stay as a collective whole, right? So one of the first big things as freshmen was selecting our class exemplar, right? And running like — how do, who do we select? How do we come together and figure that process out? How do we then, once we have a name, once we selected Robin Olds, how do we have a formal dining in? Things that I had never even heard of, right? As well as on the other side, the shenanigans, right? So, the spirit missions, right? There was many times I've had to go to the commandant's office and say, I don't know where the class crest is, like, out of pure honesty, right? But, like, that is, that was like a way, as an underclassman, that we kind of got that informal leadership, but also you're the leader by default here, so we're gonna, we're gonna make you accountable for your class. So I got to see both sides, that transitioning a little bit more to two-degree and first a year was now taking a little bit step back in writing in the informal leadership position, so I looked as myself as like a supporting agent, supporting member to our cadet leadership, and I always presented that like, “Hey, if you need our class to do something, I will do that, but if militarily you own that, like, I'm not ever going to step on your toes or push back,” right? The other thing we got, I was able to do is also help provide, like, morale inputs, right? Like you kind of had the pulse of morale, I think, more as the class president sometimes than in the official leadership, so could help provide some inputs along those ways, and there are some, say more shenanigans or morale events that we get to help put forth and present those to the cadet leadership for official approval later on as we firsties. Col. Naviere Walkewicz 8:04 Gosh, well, that was, I mean, it's really insightful for us to understand some of the roles that a class president and class cabinet plays, and so understanding that it's — I like how you put it as a supporting agent to the formal leadership. And we're gonna touch on this a lot more, because I think there's going to be times when you'll share how you build that trust and credibility throughout, both when you're a cadet and as an officer. But before we jump there, I happen to find out, Joe, that you weren't coming to the Air Force Academy to become a fighter pilot, but to become a physician. Can we talk about that for a moment? Col. Joe Bledsoe 8:37 Absolutely, that's absolutely a — I came to the Air Force Academy, wanted to be a doctor. I knew I wanted to be a biology major. I declared, I think, the first day I could declare and went through the gauntlet of getting ready for med school applications, and I loved every second of it. It was awesome. Even my fellow classmates would say he was a huge nerd and studying all the time, because that was my goal, right? I came into the Academy, and I wanted to be a doctor, and I knew the gauntlet that is, that that is required to do such a thing. And I still love medicine, right? I still love — I think medicine is fascinating. Every time my probably get there someday, or in the conversation, but anytime my kids have to go to the ER, like I'm like, “Can I scrub in,” right? All that kind of stuff. Yeah, put me in. I love medicine, and it wasn't till the summer between my two-degree and firstie year did I have that midlife crisis at the age of 21 and then firstie year is when that crisis kind of came to a head, and new doors opened, and here we are today, right? So that, yes, you're absolutely right. Always wanted to be a doctor. I was still fascinated by medicine, but now I'm just a pilot. So, there we go. Col. Naviere Walkewicz 9:57 So, can we, can you expand a bit more on it? So, was it a decision you wanted to make or a decision you had to make? Col. Joe Bledsoe 10:03 Yeah, yeah, that's great. It was a decision I had to make, ultimately, myself. Right? No one, no one said, “Joe, you can't be a doctor.” So, the summer — there's two key things that really happened that helped influence that decision. The first one was the summer between two-degree in firstie year, I had the opportunity to deploy to the Middle East, and we've heard of Ops Air Force. You know Ops Air Force. Well, at that time we had a deployed Ops Air Force, so they sent cadets overseas to deployed locations to see what was, you know, to get the full experience in a deployed location. Col. Naviere Walkewicz 10:40 Wow. Col. Joe Bledsoe 10:40 So I had the opportunity to do that. Spent the summer in CENTCOM and kind of opened my eyes to… Col. Naviere Walkewicz 10:47 Oh, Central Command. Col. Joe Bledsoe 10:47 Yeah, sorry, Central Command, and got to experience — I got attached to a C-130 unit, right, and I got to see what flying looked like in a deployed environment, and I kind of opened my eyes, where I've been hyper focused on medicine, right? Like, you know, so focused on this is what it takes to be a doctor. I kind of like put my blinders on to what the rest of the Air Force did, right? So I was like, “This is pretty, this is, these guys and gals are doing awesome stuff, like this is this is the pointy end of what was going on.” And that planted a seed, that planted a seed. So it came back, firstie year was doing the med school applications, going through, I had some free time in my academic calendar, and I got to go down to the airfield and do the powered flight program. So, I got to see flying over the summer, and then I was blessed enough to have the opportunity to go fly an airplane, and I was like, “OK, the seed was planted, let's see if I get air sick, like, let's see if there's anything else here that might make me not want to do this.” And I loved it. Right, I fell in love with flying down at the airfield. I came back, and I was like, I'm gonna pause the med school applications and put my name in the hat for pilot training, and the rest was history, right? So, doors open, doors close, right? But that was my story, and I loved getting to talk to cadets about that, because so many can be — so many times we see some that are hyper focused, and like there's always other options out there, and it's OK to have a crisis we can talk you through. Col. Naviere Walkewicz 12:23 I think that's a fantastic lesson that you actually learned early, because you know it's interesting — had you not been sent to Ops Air Force at a deployed location, you might not have taken Alex flight, and so you know when you think about leadership opportunities and lessons, this is one of those moments where it actually steered you in a new direction. So, as we think about that, I'm curious, how your family responded to that, because, you know, you had come to the Air Force Academy to be a doctor. Were they happy for you? Were they surprised, a little nervous? Col. Joe Bledsoe 12:57 Yeah, there was a ton of mentorship there, right? Not just from my family, but from upperclassmen peers, permanent party, like, “What are you doing? Like, you came here telling us this was your goal. Where did this new goal come from?” So, there was a lot of time talking that through, and I needed that myself. It wasn't, as you know, in any decision, like, it wasn't a snap decision. So, a lot of time walking through that decision process and leaning on mentors and kind of asking the questions, like I knew what four years of med school, and then residency, but I knew what that like, what does pilot training look like? How long does that take, right? So, a lot of questions to help answer, or to find answers through, and ultimately, my family was super supportive, super supportive, and they still joke, like, “Hey, how come you're not doctor.” Well, because I fly F-15s now, right? But all supportive all throughout the process, right? And that's where you lean on others, right? Lean on others, because it very much felt like a crisis, like I still have scar tissue over it. But looking back on it, it wasn't just me making — I ultimately made the decision, but they helped me through it. Col. Naviere Walkewicz 14:08 That's fantastic. You know, I think about you as an officer, as a fighter pilot, and obviously there's a lot of steps you took to get there on the road was certainly not easy. Often, though, I think that there can be some misconceptions, or maybe this is accurate, that earlier in your pilot life or your aviator life, there's probably not a lot of leadership lessons where you're leading others. Maybe, maybe that's a misperception, and we'd love to talk about that. You know, how do you find the leadership opportunities then when you are, you know, you're party of one, right? You don't necessarily have any direct reports. What does leadership look like there? Col. Joe Bledsoe 14:43 Yeah, can we take that back to like some lessons I learned at the Academy?   Col. Naviere Walkewicz 14:46 Oh, absolutely.   Col. Joe Bledsoe 14:47 Right, I think, I think that's where I've leaned most heavily in, like, not in there's this difference between formal leadership and informal, positional versus informal, and I was blessed enough at a pretty young age to learn the plus — the how to succeed and how to fail in informal leadership. I've tried to carry that throughout my career. So when you say like the younger days of being a wingman in the F-15 community, it's a lot about credibility. It's a lot about that peer leadership. How do you build the credibility? How do you build the trust to be someone that others look up to in that informal system, right, in that informal system. When they look down their phone, like, “Who do I call? Who do I have to call? Who do I want to call?” Right? and I think that's where you have to balance some of that stuff, and I spent time thinking about that, and trying to lean on lessons that I learned from the Academy, and while formal leadership positions were never handed to me, that doesn't mean you're not a leader, right? Like, you can't beat it, doesn't mean you don't just get to sit back and not lead. Col. Naviere Walkewicz 16:02 Can you share an example of a time when you learned that about yourself, or what that looked like?   Col. Joe Bledsoe 16:09 In the flying world? Col. Naviere Walkewicz 16:11 Or as a cadet?   Col. Joe Bledsoe 16:12 Yeah, as a cadet, I think the biggest one was — I'll take it back to, like, freshman, sophomore year, where I learned one of the key pillars that I'm convinced the Air Force Academy teaches all us grads about is time management, right? And I thought I was pretty good at time management, and then when you're now the president of 1,000 other cadets, your inbox fills up very quickly, right? Or you're like, “I thought I was good at time management.” And I learned very quickly that you can't do it alone, right? You can't do it alone, and I had to learn to surround myself with people that I trusted and that I could delegate or hand tasks off to, and just say, “I need this accomplished,” and I did that to my friends that I knew would get the mission done, right? And I had to have that level of trust, and I think that is translated throughout my career, where I inherently trust people with a project, right? I think there's two versions of trust, inherent trust and earned trust. When I look at the graduate network, whether that's the Air Force Academy, Navy, West Point, and I see a class ring, I'm like, “I inherently trust you,” and I can, I believe, or I see some other veterans have on — like, “I inherently trust you,” and then in other cases where I've had to learn and work with people, it's now, “I'm earning your trust, and I hope you're earning mine as well,” and that is this unique balance of I inherently trust you, I learned that at the Academy. Now let's build on that as a foundation and get this earned trust to as high as we can. Col. Naviere Walkewicz 17:54 What does some of that earned trust or becoming more credible look like when young leaders don't have the benefit of time? Right, so I, the more time I work with you, the more I learn about you. You build that credibility, etc. How does one accomplish that, maybe either shorten the gap or do that a little quicker or impactfully earlier? Col. Joe Bledsoe 18:18 Yeah, time is always — like we always need more time, right? How often do you say, like, “I only have 24 hours, but I need more time,” right? So, if we're always fighting time, like, and everybody's fighting time, then, like, that's a constant. So, let's not worry about time. So, I look at it as, like, what traits do people bring to the table, or what traits can we can we sharpen? Honesty, right? Honesty is huge. You have to be honest, and that's a pillar of trust. Integrity, right? Integrity first and showing people that you display integrity is really important. Humility, I think, is also really important. Humility is really important. I was listening to a podcast the other day, and it really struck home to me, a sense of humility is — if a leader is able to say three things, they're gonna — I know I could, I can build that trust, no matter what that time gap is. “I'm sorry,” “I was wrong,” or one of the seven basic responses: “I don't know, but I'll find out,” right? I think that's really important with humility. The other one is presence, not with a T, like we're not giving presents, but presence. Being present is really important character trait in my mind, and the fifth one that I try to reflect on a lot is action. Right? I think defaulting to not doing something is not what we want. That doesn't help build trust. Taking action with what knowledge you have and making a decision is really important, and I think those are the traits that help build that credibility, help build that trust in that time gap, whatever that looks like. If you can hit those, the five that I try to hit home. If you can do that, hopefully you're building that relationship that is going to foster — have great fruition out of it. Col. Naviere Walkewicz 20:06 That's outstanding, and that's really helpful, I think. I love how you took out the constant of time being an excuse, right? Like, we don't always have the benefit of time, whether it's time and getting more experience or just time in general, I think those are outstanding examples of how you can build credibility. So, thank you for sharing that. You know, one of the things that I also would love to kind of dig into a little bit of your experiences, Joe — because they've been really vast, right? So, I don't believe that everyone has the same kind of path. How have you grown as a leader in these different experiences that really, again, aren't positional leadership roles? I'm just curious, how your growth has been in that space. Col. Joe Bledsoe 20:47 Think a lot of it's been through failure. I think a lot of it's been through failure. These might not be huge, like we lost a million dollars, or like, not through those kind of failures, but relationship failures, or conversation failure at the micro level, and how I've tried to handle that is surround myself with people that will tell me that the emperor — I'm gonna go back to the, I'm gonna go back to the old fairy tale, or fable, right? If you surround yourself with people that are able to come up to you, and you trust them, and you trust their feedback, that is something I've tried, that was Cadet Bledsoe, advice given to me is Cadet Bledsoe. Surround yourself with people that you will listen to and take their feedback honestly. And sometimes that means if I don't have that person in the room and I know I fumbled a conversation or I made a poor decision, it's going to that individual and saying, “I messed up, I'm sorry, I was wrong,” or “I don't know,” right. And that's how I try to use that to present humility, I think, and that's important, because we're all fallible, we all make mistakes, and if I can't admit that, then, like, we're off to the wrong foot right away. Col. Naviere Walkewicz 22:06 Do you think some of that that skill that you've developed over time has been something that you've learned in, and forgive me, I don't know if it's a fighter pilot community, specifically, or you know, I think about when you do your sorties and you have some sort of debrief, right? I feel what I've heard, I've not actually sat in one, but they're very real. Like, there's no, it's not about making you feel good about it, like it's about the safety and the mission, and so I'm curious, if that skill of humility, and you know, calling a spade a spade, and calling it I'm wrong and I'm wrong, did that come from some of that experience, and maybe you can talk through what that's like, because not everyone, I think, practices at that level of transparency. Col. Joe Bledsoe 22:46 Yeah, the fighter pilot debrief. I learned some of the importance of that through mentorship as a cadet, and then that was sharpened as a fighter pilot. And I learned the importance of that through the form, my formal job, right, the mission, the lives at stake, aircraft, that kind of stuff. And I think I've tried, I've only honed that skill through Air Force training, right? The Air Force has trained me to think like that, and I've tried to translate that into my personal life and leadership positions, because I think there's tons of value to that. There is tons of value in being willing to find a mistake, own up to that mistake with the knowledge and hope that it doesn't happen again, right? And if that is like, if you, if that's your north star, we don't do this again, like, why wouldn't you want to be on that team? Why wouldn't, why don't you want to be? That's how we get better, right? And I think that seed again was planted as a cadet. Like, let's, I tell cadets all the time, like, you're joining the A-team, so put in A effort, right? Like, if you're going to join the A-team, I don't want B-players, and this is what we got to get, like, let's go, right? It's a motivating factor in my mind. Col. Naviere Walkewicz 24:08 What are some of the ways to approach that in a leadership conversation for someone who would be interested in taking on some of those, those learned lessons? Col. Joe Bledsoe 24:18 Yeah, I think the first thing is transparency and honesty right up front. Like this, Naviere, if we were flying together, right and you were my instructor, your job is not to degrade me as a human, but to prove to me that I made a mistake with the ultimate goal of making me better, right? Your job is to always, like — and the relationship you and I have as an instructor and a student is my — I'm gonna sit here in the debrief and go, and Naviere is here to make me better, right? Like, that's your, that's your job, right? Right. So, once you start that as the foundation, like, it can only get better if I know your job is to make me better, and your job is I'm supposed to make this guy better, right. And often we can, when feedback is provided, you're like, this could be a personal attack, or, like, that's all left out, that's all left outside the debrief room, right? Like, we're here to make everybody better, and I think that's where it starts: with that transparency and honesty up front of the expectation. Col. Naviere Walkewicz 25:15 So you'll actually say that. You would actually… Col. Joe Bledsoe 25:17 No, I think that's just a common, that's a common theme, right? That's the expectation in the community. And not just in the fighter community. I think it's throughout the Air Force, right? I think that's what makes us really, really unique. Col. Naviere Walkewicz 25:32 Because feedback is something that we, we do — although maybe some can do it better than others — I think that's a really fantastic way — before you're giving someone feedback, you're really clear on this is what we're hoping to accomplish by having this time together. And so, I think what you just said can make feedback so much more impactful, because it's not about the person, it's about what are we trying to accomplish and helping you, I guess. It is about you, but ultimately helping you. Col. Joe Bledsoe 25:59 Absolutely, right? Like the where every debrief starts is we had a mission objective and we had tactical objectives. Did we do them? If we didn't, let's figure out why, right? So translating to the business world or private sector, it's a root cause analysis, right? It's a root cause analysis, and we will get down to the nitty gritty of like, what type of error — did you make a decision error? Did you perceive the environment wrong? Did your actions cause the error, right? And we get down to that level, so that when the student, student Paveway walks away, Naviere, knows, Naviere, you gave me the exact, like, you decided wrong, because X, Y and Z; don't do that again. Col. Naviere Walkewicz 26:43 Right. Col. Joe Bledsoe 26:44 Here's your fix. You know, that debrief can take hours, and that's the beauty of it, right? “We're gonna sit there, and we're not gonna let anything not be uncovered, because we're gonna go do this again tomorrow, and we can't make the same mistake tomorrow,” right? “We can't make the same mistake.” Col. Naviere Walkewicz 27:01 No, that's, that's fantastic. I mean, to have it that clear, and to know it, like, OK, we're not gonna, we don't stay in that space. We've addressed it, we know we've identified a fix, and we move forward. Is that what you said? Col. Joe Bledsoe 27:12 Absolutely. Col. Naviere Walkewicz 27:13 There's no like, continue to revisit, like… Col. Joe Bledsoe 27:15 Yep, that's the point, right? Like, “I've learned something, I know, I've acknowledged my mistake. Let's move on. This wasn't personal, this was you making me better.” Iron sharpens iron, right? So, here we go, and then move on. And now that translates, as you asked kind of a couple minutes ago, right, that can translate to so many things in your life, right? And I try to do that sometimes, like my wife will tell me, I go too fighter pilot, but there's versions of that that translate as we are not in a fight or pilot debrief. Col. Naviere Walkewicz 27:50 You literally got in my head because I was gonna say, now I want to put you on the spot, because Joe, you are married to your high school sweetheart, you make a 2% club, right? Like, you actually started the Academy with a sweetheart and ended with the same sweetheart. And now you have three amazing, beautiful children. How do you translate that to, you know, feedback to your family or your personal life? And I love how your wife said too fighter pilot, but how about to your kids? Col. Joe Bledsoe 28:15 Yeah, married my high school sweetheart, Alicia. We started dating our sophomore year, and we've been together ever since. So she is not a grad, but she has a lot of Air Force in her blood, so that's great, and the kids, I would say there's a couple things when it comes to taking some things I've learned or been trained in the Air Force, translating on the home front. The first one goes to accountability, right? I think accountability is really important because in an aircraft, you have to be accountable for your actions, and I think that translates to being a parent, as well as trying to teach the kids some humility. Right, where to be humble, when to own up to your mistakes, and sometimes that works in the fighter pilot way, sometimes it doesn't, and I think that's leadership, right? You can have leadership skills and be consistent in some, in some ways, but other times adaptability is really important, especially with the kids, and each one of my kids is very unique, and we have to cater to each one of them and their unique skills. I will say about my wife, I love her with all my heart, but she knows the words “knock it off” as well, right, because that's a sacred word, not just in the military, but on our, in our homefront, and that usually means stop being a full fighter pilot, like go back to being Dad, right? So she knows, she knows the words and how to make that all go down. Col. Naviere Walkewicz 29:47 I love that it's another language, right? You have your, your fighter pilot language, and you have a home front language. I love that. Thank you for sharing that. You know, I'd like to switch gears a little bit to your time operationally, and maybe this translates into now your work at the Institute, or your most recent work at the Institute for Future Conflict and preparing cadets for the future fight. I'm curious, how all of these skills that you've learned, and these leadership traits that you've continued to develop in yourself, have translated in moments of, you know, like, real conflict, real distress, like when the stakes are high, and how you prepare cadets to think that way, even though maybe they've not experienced that. I'm just curious, what that looks like. Col. Joe Bledsoe 30:31 Yeah, it is hard to translate — like cadets love war stories, right? Like, “So there I was…” but it's hard to translate some of, like, the putting, having the cadets put themselves in the shoes of someone that has 15 years of flying under their belt, right? Like, that's hard for them to grasp, and I understand that, and that's not what I'm asking of them to do, but there are certain skills that I think are really important, and that I've got to experience and talk to cadets and research and spend time thinking about at the Institute for Future Conflict at the IFC. One is risk, right? How do we, how do we think about risk, right? Are we risk prone? We risk adverse? How do we think about risk, not just in this moment, but how does our decision today affect five days from now, a month, right? And, as you remember, because I know it happened to you as a cadet, like you're just in the, like, “What's my next problem,” right? What's my next — OK, how does, like, fixing this problem affect next week? Right. And I think that's what I've got had the opportunity to think a lot about the IFC, as well as try one thing I've learned being back here at the Academy was my experience as a cadet is not the same experience as the cadets now. And what do I mean by that is when I graduated, GWOT, Global War on Terror was the thing we knew what we were getting into. I very much knew flying, going to the Middle East. Now the cadets looked to me and other permanent party, and like, what's our fight going to look like? And right, the question mark is, I don't know, but let me tell you, think about this, and I could be wrong, and I think that is where I've had a lot of time to think about future conflict and what's problems, maybe not nations or adversaries, but like big meta level things they'll have to think about, information access, information sharing, trust, right? How do you, how do you help develop some of these skills in the cadets? And that's where I've spent a lot of time the last two years trying to think and spend, spend some brain bytes, like what does air power look like in this unknown environment? Col. Naviere Walkewicz 32:52 And as you're about to step back into it, I'm thoughtful of that, and so now you're taking what you've helped cadets start to hone in and think about. How are you different now as a leader going back into the cockpit than you were when you came to the Academy? Col. Joe Bledsoe 33:09 Yeah, let me get back to the cockpit, and everyone can tell me what, how I'm different. We'll use that as the test. But here's one thing I think — I've reflected on this recently, going back to the Strike Eagle community. One has been my exposure here in Colorado Springs and at the Air Force Academy, meaning I've learned a lot about what others do that I wasn't — I knew other jobs existed, I knew other AFSCs did things, but not being in a flying day-to-day ops tempo, I've had the opportunity to sit down and, like, “What do you say you do?” “Oh, that has some effects here, here, and here,” and I use a specific vignette would be, I've got to spend a lot of time in the management department and helped teach in the global logistics minor, and like, I knew there was logisticians in the Air Force, and like, that's yeah, right? That's how stuff got here, but like, understanding the importance of, like, that's how my bombs got here, this is how the b…, right, like, truly understanding their frustrations, I think will make me get less frustrated in my day to day, right, and I think that has been one thing that the Academy has given back to me the second time I've been here, is a little bit more exposure to the Air Force, as well as the Space Force, being here in Colorado Springs, like seeing what each team member, like each cog in the machine brings to the fight, right? And I think that's been a blessing here. Col. Naviere Walkewicz 34:42 So those that you will begin to get back working with — your men and women in your community — they won't have had that exposure, and so I'm now going back to our where we started with the sense of informal leadership. How do you help others gain that experience and thought, and maybe thought process informally, since they haven't really been exposed to that? How would you help them navigate it? Col. Joe Bledsoe 35:09 Naviere, I think the best way to do stuff like that is, like, you raised your hand when you said logistics officers, like Naviere, we're doing a podcast with my next squadron, you're coming to talk, right? Col. Naviere Walkewicz 35:19 Right, it's like that was like a long time ago, we need someone more recent. Col. Joe Bledsoe 35:24 But, OK, Naviere, it's not you, but you know people, that's how stuff gets done, right, that's how stuff gets done. And while I by no means want to stand up in front of everybody and say I'm the expert on logistics, but I, I'm not that person, but I trust Naviere, Naviere's contact here, and that's how, like, you create this network of knowledge and this network of trust and credibility. And to my, to the fighter pilots that I'll be flying with, it's somewhat like throwing mud at the wall sometimes, like we're gonna keep throwing mud and see what sticks, but at least they know it's there, right? Like, we're gonna, your job is still to go kill things and blow things up, but at the same time, you know there's this other network out there that you can lean into. But let me be a conduit to make that happen. Col. Naviere Walkewicz 36:15 That is awesome. That's fantastic. So I want to go into this period now, where we talk about you and your continued growth as a leader. What is something, Joe, that you're doing every day to be a better leader? Col. Joe Bledsoe 36:30 I have mentors, and I've tried to find mentees. I think that is where growth can happen, leaning on others for mentorship and mentees to try to talk through some things you've thought through and give experience and exposure to others, right? And that's that network we were just talking about, right? Other things I think are really important is reading and writing. Read a lot, write a lot, nobody writes good anymore, right? Thanks, ChatGPT. But being able to communicate in the written form is really important. So, writing and reading. And the other thing, too, is as a leader, just find an outlet, find something, find a hobby, find something that's fun to do, right. So, I got into running here at the Academy, because we're at high elevation, and I'm, why not, right? But find something that, like, rounds you out, right? It's fine, find an outlet that helps give you some relief from all the stresses that can happen in leadership. That's where I would say I spend a lot of time, or what I think about trying to sharpen my skills. Col. Naviere Walkewicz 37:34 Daily. So, what are you reading right now? Col. Joe Bledsoe 37:37 Oh, that's a great question. I have a couple books that are on the table. Mask of Command is one that I'm reading as I get ready to go back and potentially be in a leadership role. There's a couple other books that come to mind. I'm reading a baseball coaching book, because I coach my baseball, it's a basketball book by Coach K from Duke, as I go back to North Carolina, but it's a book, how to coach kids, right, Leadership on the Court, and it's fun to just think about training and coaching kids and how to keep them inspired. Col. Naviere Walkewicz 38:18 Oh, that's awesome. So, speaking of kids, if you were to go back in time, and talk to younger Joe Bledsoe, the third, what advice would you give him? Col. Joe Bledsoe 38:30 Yeah, if I had to go back, I would say it's worth it. Every second, work hard at the Academy, right? The doors that it opens, that's where my mind went when you asked the question, like, younger me at the Academy. Be good to Alicia, my wife, right? Be good, because she's going to be with you for a long time. So be good to her, as well as foster your, foster your friendships. They're going to mean a lot to you in the future, right? The relationships you build on that hill are going to come back in ways you have no idea years to come. So take time and prioritize the people that you meet. Col. Naviere Walkewicz 39:10 Those are really great reflections. Joe, is there anything that we haven't covered in our conversation that you would love to share with our Long Blue Leadership listeners and viewers? Col. Joe Bledsoe 39:24 Absolutely, be proud of this institution. I'm proud of it. I know you are too, Naviere. Proud of this Academy. Be proud of the cadets, be proud of the permanent party that work here. There's an A-team out there, and this is this is where it starts, right? And it's not just if you're serving in blue or in the Space Force, right? If you're out there doing awesome things for our country on the private, in the private sector, thank you. Keep doing what you're doing. There's no shade of blue in the Long Blue Line, that's my, my phrase for that one. There's no shade of blue. Serve your country, be proud. And that's — just be proud to be an Academy grad. Col. Naviere Walkewicz 40:07 That's fantastic. So, you know, in our time together, I have loved this, this, this leadership conversation, because we really span an area that I don't think a lot of people talk about, and it's, how do you demonstrate leadership in an informal way, you know, without titles and without necessarily key positions or in the hierarchical structure, and so some of the things that really stood with me, Joe, that you've covered, have been being credible, being present, and humble. I really like that, and you didn't say this in these words, but what I took from that was, you know, being honest and truthful is almost one of the most kind ways you can be right, because you're actually helping someone be better, and that really stuck with me, you know. I don't, we have an A-team, we don't need B-players, that I think you exactly said that, so definitely stuck with me. But watching the way that you have led, not with your class, not just the cadets, and, you know, certainly not the squadron that you will have here shortly as a director of operations, but I think you've continued to just be who you've always been, which is someone who leads with integrity through those pillars and certainly by example. So this has been an incredible conversation, and for anyone that is watching us and listening to this, for others that are in their leadership journeys, this is another one you're going to want to share, because it's not just about, you know, Lt. Col. Bledsoe's journey right now, it's been all of these moments and experiences and memories and they really do connect with anyone on a leadership journey. So, be sure to join in on longblueleadership.org or wherever you get your podcasts, not just to see this one, but all of our other conversations. So, Joe, thank you so much for joining us today. Col. Joe Bledsoe 41:46 Thank you Naviere. Go Air Force! Col. Naviere Walkewicz 41:48 Go Air Force!   Col. Joe Bledsoe 41:49 There we go. Col. Naviere Walkewicz 41:50 Absolutely, until next time, we'll see you on Long Blue Leadership. KEYWORDS informal leadership, peer leadership, Air Force Academy leadership, USAFA class president, fighter pilot debrief culture, building trust and credibility, leadership humility, future conflict and airpower, Long Blue Leadership podcast, military leadership lessons.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation          

Spirit Halloween announced it will hire over 52,000 seasonal associates, the largest hiring event in the company's history. Most Americans don't go to a haunted house, but nearly all of them first encounter Halloween through retail. Retail is the first wave of the season, and it primes guests for everything that comes after, including your attraction.In this issue:-Spirit Halloween to Hire 52,000 Seasonal Associates-2026 Halloween & Costume Association Awards Open for Submissions-Legoland Florida Expands Brick-or-Treat to 18 Days-Knott's Scary Farm: Nightmares Revealed Returns August 18th-Green Tagged's News Catch-Uphttps://mailchi.mp/hauntedattractionnetwork.com/what-52000-halloween-hires-mean-for-your-haunt

Most podcasters chase guests, downloads, and sponsors. Mitchell Beinhaker built the opposite. He started The Accidental Entrepreneur for 75 dollars after seeing a Pat Flynn video, and 400 episodes later the show runs as a content engine for his New York and New Jersey law practice. Guests pitch to get on, booking agencies reach out, and new business arrives through referral instead of cold outreach.In this episode of Podcasting Secrets with host Nathan Gwilliam, Mitch reveals the 100 episode milestone that changed how the industry treated him, the micro influencer outreach move that brought him his first real following, and the simple editing template and email system that let a busy attorney publish for seven years without burning out.Want a podcast that markets your business while you stay focused on your real work? Treat the show as a content engine, publish with a system, and let trust bring the right people to you. Subscribe and follow Podcasting Secrets on Apple, Spotify and YouTube for weekly strategies from creators building shows that grow their business.Follow, Like & SubscribePodcasting Secrets: Website: https://podcastingsecrets.com/ YouTube: https://www.youtube.com/@podcasting-secrets Instagram: https://www.instagram.com/podcastingsecrets/ LinkedIn: https://www.linkedin.com/company/poduppodcasting/ Apple: https://podcasts.apple.com/us/podcast/podcasting-secrets/id1726056241 Spotify: https://open.spotify.com/show/0edA45tyPxFRfiUmDxYSUjNathan Gwilliam: LinkedIn: https://www.linkedin.com/in/nathangwilliam/Mitchell Beinhaker: Website: https://beinhakerlaw.com/ Personal site: https://mitchbeinhaker.com/ LinkedIn: https://www.linkedin.com/in/beinhakerlaw/

The Federal Reserve's latest policy shift under new governor chair Kevin Warsh marks a significant regime change for global markets. With the dot plot revealing two potential rate hikes and a shift away from forward-looking guidance, investors face heightened market uncertainty across stocks, crypto, and real estate. This discussion cuts through the media noise to analyze macro data points, including the geopolitical resolution with Iran, falling energy prices, and the approaching $930 billion commercial debt maturity wall. While mainstream capital retreats to the stock market, sophisticated investors recognize that slow, stale, and sideways markets offer generational opportunities. This episode explains the math behind negative leverage, the critical role of the 10-year Treasury note, and why the absolute best real estate deals are historically secured before rate cuts occur, not after. Discover how to build defensive buffers into your underwriting parameters to transform macroeconomic headwinds into asymmetric long-term wealth. KEY TOPICS DISCUSSEDMacroeconomic analysis of Fed Chair Kevin Warsh's first FOMC meeting and monetary policy adjustments Geopolitical implications of the US-Iran memorandum of understanding and its impact on global crude oil volatility Understanding the "Fed Trap" and balancing the risks of reigniting inflation versus fracturing economic growth Technical evaluation of the 10-year Treasury note as the foundational gravitational force for commercial lending benchmarks Financial underwriting frameworks for identifying and avoiding negative leverage in a 6% to 7% interest rate environment Strategic management of the upcoming $930 billion maturing commercial real estate debt wall Asset allocation rotation from overvalued equity sectors into distressed, undervalued real estate opportunities KEY TAKEAWAYSLock in your real estate opportunities before the Federal Reserve cuts interest rates. Historically, the most profitable assets are acquired when market sentiment is deeply depressed and capital sits passively on the sidelines. Treat the Federal Reserve's policy decisions as macroeconomic weather rather than an absolute indicator of deal viability. Successful investing relies on strict individual deal underwriting rather than relying on central bank rescue parameters. Address floating-rate debt maturities 12 to 18 months in advance. Initiating proactive refinancing and restructuring conversations with lenders prevents forced liquidations when interest rate environments shift. Implement structural buffers of 50 to 100 basis points above current market rates when modeling new investments. Ensuring a deal cash-flows under restrictive conditions turns future monetary easing into pure financial upside. Monitor the 10-year Treasury note on a weekly basis to filter out short-term market noise. A sustained technical break below the 4% threshold serves as the primary signal that institutional debt conditions are turning positive. CONNECT & TAKE ACTIONSchedule a professional portfolio review with Ryan's team: Text "X-ray" to 844-447-1555 Build steady mailbox money with the Imagos Income Fund: Text "income" to 844-447-1555 Join the exclusive newsletter for unfiltered market insights: Text "WIB" to 844-447-1555 Access institutional investor resources and trackers: thewiseinvestorvault.com Gain direct access to accredited private placement deal flow: Text "deals" to 844-447-1555 Review comprehensive media notes and digital resources: millionairemindcast.com Connect directly with Matty A on corporate social channels: @officialmattya

Keith Weinhold explores why your greatest investment might actually be in yourself.  He's joined by Daniel Thomas Hind, an elite executive coach and former COO who works privately with seven- and eight-figure entrepreneurs and real estate investors to rebuild their health, sharpen their thinking, and strengthen their leadership.  He shares success stories, including Terry Kerr's transformation, and encourages listeners to apply for his private coaching to achieve uncommon results. Together they unpack how high achievers slip into burnout, sacrifice their well-being and relationships, and unintentionally create company cultures shaped by their own unresolved habits. Episode Page: GetRichEducation.com/611 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text  FAMILY to 66866  Unlock truly passive real estate income—visit flockhomes.com/GRE today to see if your properties qualify for a 721 exchange with Flock Homes. To get in the best physical, mental, and professional shape of your life, go to DanielThomasHind.com and apply for Daniel's intensive 1-on-1 coaching for burnt-out entrepreneurs and executives. Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review"  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com  Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:01   Welcome to GRE. I'm your host, Keith Weinhold. On this investing show, it's been a long time since we've discussed investing in yourself. We do that today with an amazing guest on Get Rich Education.   Keith Weinhold  0:15   Since 2014 the powerful Get Rich Education podcast has created more passive income for people than nearly any other show in the world. This show teaches you how to earn strong returns from passive real estate investing in the best markets without losing your time being the flipper or landlord. Show host Keith Weinhold writes for both Forbes and Rich Dad Advisors and delivers a new show every week. Since 2014 there's been millions of listener downloads in 188 world nations. He has a list show guests and key top selling personal finance author Robert Kiyosaki. Get rich education can be heard on every podcast platform, plus it has its own dedicated Apple and Android listener phone apps. Build wealth on the go with the Get Rich Education podcast. Sign up now for the Get Rich Education Podcast, or visit getricheducation.com    Keith Weinhold  1:04   You know, Mid South Home Buyers, that top Memphis turnkey provider. I learned that a secret weapon behind their explosive growth is more than just you buying their properties, it's an executive coach. For nine years now, their CEO, Terry Kerr, and his COO, Pat Nix have worked privately with a coach who I've now learned from too, and he doesn't market himself online anywhere. After 12 years behind the scenes, that coach is now making himself available exclusively for GRE listeners. His name is Daniel Thomas Hind. If you're a hard-charging business owner or investor who wants to get in the best shape of your life, physically, mentally, and professionally. You can fill out an application for a free consult. This is private one on one coaching for those willing to go to uncommon lengths to achieve uncommon results. Thanks to Daniel, we've all become better leaders, better operators and better men. It started by showing up for ourselves. Now it's your turn. Go to Daniel Thomas hind.com H I N D, that's Daniel Thomas hind.com and sign up before Spotsville Flock Homes helps multifamily owners exit the operator grind, whether it's your six plex or a 50 unit apartment, through a 721 exchange. This defers your capital gains tax. It's a strategy long used by institutions. Now you can swap tenants and toilets for passive income and zero management. Request your initial valuations. See if your property qualifies at flcokhomes.com/gre that's F L O C K homes.com/G R E.   Speaker 1  2:50   You're listening to the show that has created more financial freedom than nearly any show in the world. This is Get Rich Education.   Keith Weinhold  3:06   Welcome to GRE from Rome, New York to Rome, Oregon, and across 188 nations worldwide. I'm Keith Weinholder. You're listening to Get Rich Education. Your hardest opponent out there is rarely the market, the economy, your boss, or even your schedule, your opponent is the part of you that knows what to do and still hesitates to do it. You are your own biggest obstacle, and deep down you know it. I know this about myself too. We all keep sort of choosing familiar frustration over unfamiliar progress, a personal stay in the same bad routine, same underperforming relationship, same cluttered inbox, same poor money habit, or same low energy pattern, not because you love it, but because it's predictable and it's safe. Growth, though, requires a new identity. Staying stuck only requires repetition, and we all know how to do that already. You delay asking for the sale, or you delay asking the attractive woman out, and you justify that by telling yourself, oh, you're still refining the strategy, but deep down you know that the real issue is discomfort. We're talking about the skills that build yourself today, perhaps somewhat like we did in two episodes with Chris Voss. When you learned how to be a good negotiator, one thing I've learned from today's guest is about culture. Culture is governed by what you tolerate at your company. Do you have a policy? Where you've got to reply to an email within 24 hours. Well, if you start tolerating 48 hour replies, you've tolerated less, and that becomes the new culture. And it also shows that you're going to let other policies slide too. If you let this one slide, do you expect your property manager to physically inspect your unit every six to 12 months, that's something I kind of like. Well, then don't tolerate anything less than that. And parenting is all about tolerance. I'm going to ask our guest about that. I'm also going to ask, how would you even know when you're burnt out at work? What are the hard signs to look for. How would you even know? Another thing that I want to ask about is how he discusses that you are the way that you are because of the shape that you took when you were under pressure. But I want to start by talking about health, and then transitioning. Today's guest talks in a way where you know, at least once today, I'm pretty sure you're going to say to yourself, gosh, it sounds like he's talking about me. It's been the most interesting thing.    Keith Weinhold  6:16   Earlier this year, I learned that a lot of top business owners, including some that you've heard here on the show, have had their life transformed, including pretty explosive growth in their business from working with an executive coach. And then I learned from them all, oh, it's the same guy, it's the same coach. I discovered that he's helping a lot of hard-charging business owners and investors basically get in the best shape of their life, physically, mentally, professionally. He's been especially good with types that burn out. He's also the founder of something called The Apprenticeship, where he helps corporate professionals become pro coaches. In a former life, he was a COO who helped grow a fast-scaling company tenfold, and today he's a marathon runner. He's also a literary novelist working on his second book, and since I met him in person in California recently, I've learned from him too. So I'm pleased to announce that we have this sort of secret weapon behind so many people on the show today. Welcome to GRE, Daniel Thomas Hind,   David Thomas Hind  7:22   Keith. Thank you. That's one heck of an introduction. Hi, I'm gonna have to save that and bring it with me. That's very kind of you to say, and it's a pleasure to be here.   Keith Weinhold  7:31   Oh, you're like, gosh, I can't possibly live up to that now. For those in the audio, only Hind is spelled H I N D, you know, Daniel, I'm happy to have you, because I know, and I've learned that you just really don't market yourself much, frankly, because you don't have to. You just sort of get these organic referrals from people that you already coach, but you do have a website, and it's just uncanny how, when I visited your site, people are doing video testimonials, and I'm like, oh, I know that person, and I know that person, but these people hadn't told me about you for so long, and Daniel, I think when it comes to making the best version of ourselves, or at least moving that way, we talk about wealth building on this show an awful lot, but that has quite an intersection with health.   David Thomas Hind  8:19   Yeah, it does, so my philosophy is first and foremost that health is wealth, right? It's a cliche, but so often hard-charging executive types, whether those are business owners or members of a leadership team, founders, or investors, so often these types of folks, because they're so passionate, they're so driven by the thing that they're working on, that they're building, that they'll often let other things in their life go, and sometimes it's just a season, but often, more often than not, at least with the people that I work with, and see that season turns into many seasons, turns into years, turns into a pattern, right? And it becomes this pattern, this ingrained way of being that, unless gone unchecked, can really cause problems in the long run, and so a lot of people don't exactly know what executive coaching is, and it can mean many different things for many different people. For me, it really is the intersection of your physical well-being, which, of course, includes your diet, your fitness, your nervous system, the health of your nervous system, your sleep quality, it has to do with the way that you organize and structure your days, right? So many of us just enter into a default way of doing life, and we don't. Creatures of habit,   Keith Weinhold  9:55   Yeah   David Thomas Hind  9:56   We're creatures of habit, and for successful people, those habits have helped us succeed and get to where we are, but because of that, we often don't stop and think, well, is this actually serving me anymore, or has some of these habits that used to be healthy and good for me, have they kind of metastasized into something not so healthy, maybe even dangerous or destructive, and then for these sort of people who I'm working with, right, many of them are at the top of organizations, and so these habits, these ingrained ways of being, might seep out and filter out into the company culture, into how we interact with people below us, right, and so my work is an intersection of personal health, personal development, business health, business development company culture, and so we're looking at the leader, the founder, how he shows up for himself in life, how he shows up for others, and how that defines the world around him, that he is usually, or she doesn't have to be, he, he, or she is usually at the center of, right, and so it's quite profound, because I get to be as intimately involved with people I really respect, people who have accomplished so much and who hold themselves to such high standards, and still want more, still know that there's better, still know that there's so much of themselves that they can improve upon, right? So I get a really meaty, holistic, complete inside look of these people's lives and their businesses, and so I get to work in like many businesses at once with incredible people. I'm very blessed and very lucky.   Keith Weinhold  11:37   Well, when it comes to one not having their health, I know a lot of times you told me about how you have a quote successful person, but they're successful in business, not their health. I think a lot of it comes down to one's mental conditioning, even from when they were substantially younger, shaping our worldview. I think a lot of people are programmed with this, I'm supposed to be X, I'm supposed to get this degree within 10 years. I'm supposed to be executive level with a corner office, and I'm supposed to have an eight figure net worth by that age. You know, not that all of these are bad things individually. In fact, it could be a reflection that you're contributing to society, but you know, it's sort of, are you overweighted toward professional accomplishments? Is this program supposed to stuff that you got from somewhere, the stuff that's making you unbalanced and ultimately unfulfilled. So, really, it's the success in one area comes at the expense of what? That's how I think about it. And I know you have a number of stories of helping people with just this,   David Thomas Hind  12:40   I do. And so, let me first comment on the pattern that you're describing, and then I'll, yeah, that I think the best way to really talk about is to show what that looks like in an actual example, so it's it's this shape you took under pressure concept is is a concept that I talk about with all of my clients, so every successful entrepreneur that I know has developed a specific psychological structure that they've adopted to help them survive in the early years, right, when it was just them, or maybe them and their partner, and they were going for it, they were relentless, they were acting with an insane sense of urgency, an inability to sit still. Everything felt at risk, and they really had to sacrifice basically everything else to make this thing happen. It's not the case of everybody, but most people that I know who have accomplished a lot, that they share a similar origin story, and it was like go all in for five years, forget everything else, kind of thing.    Keith Weinhold  13:39   Exactly.   David Thomas Hind  13:40   It looks like some version of that, and so for the ones who succeed and make it through that phase, that's incredible, but you know the cliche is what got you here won't get you there. It's like when by operating that way you have adopted specific ways of being, psychological patterns, ways of relating to other people, beliefs about yourself, and beliefs about, like, how unreliable other people can be, and it can really turn into a dangerous operating system when you have to start building a team and training that team and relying on that team, and then creating a shared team culture, right, a company culture, it's not just like silly exercises that you put like on the wall, like these are our values, doing like trust falls backwards, like a culture is the behaviors that you take on, and like the uniform that you put on that everybody on the team has bought into, right, and so unfortunately, most cultures are shaped by the leadership team's worst qualities, because those qualities are the things that, like, we don't hold together, right? Like, if it's this person who lashes out because somebody doesn't get it, a media. The perfect example of somebody who really has embodied all parts of the coaching, from health to your inner psychology and mindset, and how that impacts your business health and your team and the corporate culture, is my client Terry Kerr. He is the founder of Mid South Home Buyers, and I know that Terry's been a guest on this show a number of times. What an incredible person. I've had the pleasure of working with Terry for close to 10 years now, and I've been working with his COO for close to eight years as well. So, I've gotten a real inside look at that team, and Terry, when he came to me, had let go of parts of himself that he had always held sacred, which was his health and his wellness. Long story short, we started working together. I helped him redesign the way that his life was constructed, pretty much no surprise, everything about his day was oriented towards business, from the second that he woke up to the second that he went to bed. So we really re-architected, we put a lot of intentionality into re-architecting the flow of his day, so that he can make sure that he's prioritizing other parts of himself and his family, his personal health, etc.    David Thomas Hind  13:40   Over time, he lost, I think, that first year he lost something like 60 pounds. He took on meditation as a practice. He started exercising daily, and Terry was a skateboarder growing up, so he was always, yeah, he was big into fitness and in his own ways, and just had let it go for the sake of the company, because for years it was just him building this thing, and most people would say, "Wow, I've done it, like I'm successful, I overcame these things that were weighing me down, and we're done here, but Terry was so opened up by the experience that he wanted to keep going, and he didn't even know what that meant, but over time he's invited me into the way that he operates. Period. As a leader, making decisions for his business, how does he interact with his employees, with his leadership team, so I've effectively become like the inside man, basically become like an AI, but a person who you can run decision making through, right? So, as to check those parts, those impulses, those impulsive parts of ourselves that just like want to do something, I've become like a check for him, so we're communicating on a daily basis. What are the most important things that we need to accomplish today? Are we making sure that you're spending time with your family? Are we making sure that you're getting your exercise in? Is your assistant organizing your food and dinners and everything else for you? Where are you going out to restaurants?   David Thomas Hind  17:59   Right, it's that level of intentionality of being part of almost every decision that over time, like at first we have to put a lot of attention into, because we're building new habits and we're breaking old ones, but over time these become ingrained and then we can start to take on new projects, new habits and routines and ways of being that we want to basically program, and so over these past 10 years, the company has absolutely exploded, and I'm not going to say that it's because of me, but I am going to say it's because Terry has taken on personal growth and growth in general as a vocation, and not allowing his own stops and blocks get in the way of the company going where it needs to go, and so over that time they've really changed the leadership structure. They've let a lot of people who weren't cultural fits go. They have assembled an entire leadership team now below the owners who have a lot more responsibility, whereas everything used to just go right up to the owners, and, and they were pretty much deciding on everything. So we really created a structure, a culture. We've let people go who no longer fit. We brought new people in who do, and you know, I will say that it's a direct result of that level of intentionality and specificity that Terry brings to his day every day, and Terry has given me his blessing to talk about him, or else I would never reveal so much of a person's inner life and inner work like that. But it's just his story is such an inspiring one for me, and that is so cool to get to share with others.   Keith Weinhold  19:38   I'm glad that you checked with Terry, because as you're talking about this I'm thinking I better talk to Terry after this and ask him if this is okay, but it's been said that culture, including company culture, is not what you say or what you do, it's what you tolerate.   David Thomas Hind  19:54   Yeah, well, that's what we said before, is that most found. Treat culture as like an HR exercise, right. Meanwhile, the actual culture of the company is it's shaped by the leader's worst qualities, and so a lot of investors listening to this show probably have teams, whether it's property managers or assistants, contractors, partners, and your team's culture is a mirror of the parts of yourself that you haven't dealt with yet, right. And so it's really your responsibility to fix that. That is the job of the leader. You are at the top, everybody's looking at you. It's not a job for everybody. Most people would prefer not to have that level of attention, and even if you think that you want that level of attention, your true self, the part that wants to just like leave me alone and let me do my work, that part of you, to call it the child, call it the baser self, whatever you want to call it, doesn't want that attention, because it requires constant reinvention, constant opening yourself up to take this on, so yeah, your team's culture is a mirror of the parts of yourself that you haven't dealt with yet. If you fix the leader, you're going to fix the culture, and Mid South Home Buyers is a perfect example of that.   Keith Weinhold  21:18   Yes, this concept about the shape that you take under pressure,   David Thomas Hind  21:23   you don't know how to give yourself relief. So, here's another case in point. Like, this seems like such a simple fix, but you'd be surprised, because this is representative of a number of people that I work with. Like, Terry hadn't given himself an actual vacation in decades, so   Keith Weinhold  21:41   gosh,   David Thomas Hind  21:42   just taking a week or taking two weeks to go to Europe, which he and his wife do every year now.   Keith Weinhold  21:49   Yeah, I know they went to France not long ago.   David Thomas Hind  21:51   Yeah, that's representative of a maturation of the person who can trust that the team can take care of things, who can trust that the business isn't going to fall apart because he's not there at the center of it. You know, we form addictions with just being involved, having to read every email, making sure that we're involved in every conversation. Again, that's a sort of ingrained habit that you learn from the beginning, because it was just you. You did have to be involved in every conversation, if you weren't there, would be no thing to exist. There would be no business, right? But some people might not have a problem with this. I don't know those people. Most people I do know have a real problem with letting go, with changing, with maturing with the company as it demands, so that you're not just bleeding yourself dry day in and day out, right. So, physical burnout, cognitive decline, relationship decline, or let's call it numbing, leadership erosion, right? If you don't check these parts of yourself, all this stuff that you've worked so hard to build, this incredible life that you have assembled, and your accomplishments, they start to whittle away, so that level of identity crisis is on the table if you don't check these parts of yourself, and so I don't want to sound like doom and gloom, but I am describing the costs of success. These are actually typical for people who get to the very top, and the thing is that there aren't a lot of people at the very top, so you don't really want to talk about it. It sounds ungrateful, or term I like to call champagne problems, right? Like, oh, look at the multimillionaire be upset because he has to work so much, right? It's like nobody really is going to have sympathy for that, so you're not going to parade that around, but you know these people are people too, and everybody needs outlets, and everybody needs to express themselves, and everybody can change the way that life is, so again, that's where I come in.   Keith Weinhold  23:49   Yes, at some point a leader has got to back off and tell themselves if it gets done 95% of the way that I would have gotten it done, but it doesn't take any of my time, that could very well be a win, and then they're probably not going to be deemed as wearing the micromanagement hat all the time either. We're talking with Executive Coach Daniel Thomas Hind about the gap that we all have between who we are and who we could be. More when we come back, I'm your host Keith Weinhold.    Keith Weinhold  23:49   What if you got your mortgage loans the same place I get mine. You sure can at Ridge Lending Group, NMLS 42056 They provided GRE listeners with more loans than anyone, because Ridge specializes in investment property. They'll help you build a long-term plan for growing your real estate empire with leverage. Start your pre-qual, and even chat directly with President Chaley Ridge. While it's on your mind, start at Ridge lendinggroup.com That's Ridge lendinggroup.com Let me ask you something. If you've worked hard to build wealth, is your money positioned to actually support your goals? A lot of accredited investors leave capital sitting in cash. Because it feels safe, but inflation and missed income opportunities can quietly erode its value. 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I learned about an executive coach that's behind the success for a number of guests that we've had here on the show. It's just been uncanny at how he's transformed others' lives. And since meeting him in person earlier this year, I've now learned from him too. And you know, Daniel, one of the things I learned about that I didn't know before is some people can get burnt out so bad that not only is it messing with their physical health and it's derailing their relationships, but burnout can actually create cognitive decline and more problems. So, first of all, How can one identify when they've reached the burnout point? How will they know? Yeah,   David Thomas Hind  27:00   that's a great question. Obviously, it doesn't come in a one size fits all, but it usually follows this sort of pattern, right? Let's say you've got the portfolio, you've got the cash flow, you've got things are working on paper, you should be happy, right? On paper, you are living some version of the dream that you told yourself 510 15 years ago. However, it doesn't feel that way. You feel worse than you did ever before, or at least within the past recent memory.   Keith Weinhold  27:35   Yeah, that's amazing.   David Thomas Hind  27:36   So that's the place to start looking. Look, everybody has seasons of just, you gotta go through it, something happens, you need to work really hard, you need to bust it, and that's fine. I'm not talking about direct tiredness or exhaustion. What I'm talking about is more of like an existential.. what's like, why is this not feeling the way I hoped it would? Right, I sacrificed everything for this, for xyz, whatever xyz is, and I have xyz, but it feels so empty, or I just, I can't appreciate it, or I'm always on to the next thing. Yeah, and all of this I'm going to call is some version of burnout, because what that means is that you're not able to actually appreciate your life that you've worked so hard for, and so for some it's like this never-ending fascination with the next, the future constant needing to build, and there's nothing wrong with that, but it comes from almost more of like an addictive place, like you're addicted to making things happen, you can never slow down, and underneath it all, there's actually no real joy or satisfaction. It's pure adrenaline, it's pure cortisol, and we like the cortisol bump when it's like, you know, we're feeling it, we're just going for it, we're getting it, but there is going to be a day where that flips upside down, and the exhaustion is almost impossible, because you don't know how to achieve satisfaction other than through sheer output. It's like a marathon runner who can never stop running, like literally never, right? You're just, you're running 20 hours a day, you can't get the high, unless you're crushing yourself, and so that's one form of burnout. Another form of burnout is just I don't have the juice anymore. It's actually experiencing the other side of your nervous system shutting down. It's your body can't produce the raw materials to have you primed and ready to go anymore, so whether that's a hormonal issue, whether that's a cortisol issue, whether you have heart problems, the body keeps the score. So a lot of people that I work with, we're going to have to do a lot of health optimization, working on their diet, their sleep patterns. Patterns, exercise, getting their hormones dialed in, micronutrients, maybe peptides. There's a lot of things that we need to do to rehabilitate the system, because they're just wrecked. When your nervous system is that mainlined for years, it wrecks you in a way that leaves you just totally empty, and it's not like, oh, you know, going on a vacation and getting extra sleep is going to fix this. No, this is like, you need months and months of targeted repair. It doesn't mean that you're completely useless, you can't be working, but what I am saying is you're going to need to reprioritize. Priority means number one, right? So, what are your priorities? As we've been discussing today, it's clear that the sort of person that I work with, and if this is at all resonating with you, the listener, the sort of person that you are, is somebody who is so focused on your mission, you do feel the sense of mission, you are so goal-oriented, and that's the best part of life, is you wake up every day and you know what you want and you're going for it, and I would never want to change that about anybody who has that, because I think we're all looking for that at the end of the day. That is the sweet spot of life. When you have found that thing and you're going for it, my job is never to make that wrong. My job is to actually support the human being who is operating on that level to make sure that they can stay on that level, right, so without doing that, the problem is that you actually lose the thing that you love the most, you lose the joy, you lose the energy for it. I mean, I've worked with people who are on the cusp of selling their business simply because the weight of having to wake up every day and go in and work with others and like, lead the ship.   David Thomas Hind  31:42   It just felt so overbearing, because no surprise, this person had gone 20 years without actually taking care of themselves. They were 60 pounds overweight, they were not sleeping, they were getting maybe five hours of sleep a night. You know, the culture has changed online over the past few years, which is a good thing, but a lot of people used to wear, you know, I don't sleep at all as like a badge of honor, right? Again, this person's marriage was on the ropes. They weren't spending time with their children. They'd become a shell of a person who were just who was miming their normal life. They was just, they were kind of pantomiming normal life. They were going through it, but they weren't really there. And the weights, think about it like this. When you're tired, when you get a bad night of sleep, like a really bad night of sleep, or maybe, God forbid, two nights of bad sleep in a row, every little thing that next day is grating, right? Yeah, the person who cuts you off, it just.. it's that much more annoying, right? That meeting that was supposed to happen, the person has to cancel, and it's like, oh my god, I just.. my whole day was centered around this. How, how selfish of them, right? Everything becomes that much more grating. So, imagine that times 10 years, 15 years, 20 years, right? The weight of everything feels so impossible that they can't hold it together anymore, and so I know a lot of people who have fantasized about selling their business, the thing that they, you know, which is like so paradoxical, because it's not, it's not that they need to sell it, it's not that that was actually even a goal, it's just that they can't imagine themselves having to do this any longer, and they, for whatever reason, they have blinded themselves from seeing that there's another way, it doesn't have to be this way, but it does take work, and that's a problem, because upstream of this, you ask me, what is a sign of burnout? A sign of burnout is saying, oh my god, I can't do anything about this, it's as hopeless, right? This is like a hopeless feeling, so it's not hopeless, and especially for somebody like that, for the sort of person that we're talking about, you're actually more resourced than most people on the planet to take this on,   Keith Weinhold  33:46   like they say, when you have health, you can want everything, when you don't have health, you only want one thing, and yeah, how people can be prevented from getting into that condition by avoiding burnout, some people have such an identity crisis that you know they don't know who they are outside the business, and they would kind of be terrified to find out, maybe that's another sign that you're burned out and you need some help, but you know finding life balances is sort of a tricky word, there are sort of supporters and detractors of the whole life balance school of thought too, but you know, Daniel, one thing I found interesting is, I asked you, how you ever got into coaching, and how you do this, and, like, you know, how you have the aptitude to even help a person go become a coach, and I know you told me that it sort of happened organically, you started helping out friends, and then it really grew into something where you help people professionally.   David Thomas Hind  34:43   Yeah, so health is clearly my primary focus. It has been for years, and I started as a health and wellness coach 1213 years ago. It wasn't something that I designed, I didn't say this is going to be the thing that I. Do with my life, it just sort of happened. I had always been very health conscious. Well, I have been since my 20s, I should say. I actually grew up a fat kid, so I have that ingrained in me, and I think that that shaped a lot of the person that I became later on, which is probably a story for another time. But since my early 20s, I've been very health focused, health conscious, and people took notice of that, and became part of my identity. And after graduating from college, a few years out, a lot of my friends went into Wall Street. They were working 18 hour days, literally sleeping at the office, and started reaching out for help. So I started making guides for them, and then I realized no, they actually need more personal attention, because there's an accountability factor. A lot of people know intellectually what to do, but it's the behavioral, it's the following through with it. It's yeah, but it's 10pm and I'm exhausted, and I have three more hours to go to get this project done, and all I want to do is like shove junk food in my mouth, right? It's those moments where your intellect completely goes away, and that primal overdrive takes over. So I started shaping myself into somebody who became extremely available for my clients, where I really thought of myself as a partner in their daily experience, and part of my role is to give them the information, but most of the time these people are actually the experts of their own lives, so like I couldn't tell a surgeon how to do his work or her work, right? And that's not my role, but my role can be to be a partner in their life experience, to make sure that they're following through with their intentions.    David Thomas Hind  36:38   These people hold themselves to very high standards. Are you following through with that? How are we making your goals achievable on a daily basis? So, let's think about the long term, the medium term, the week term, and then the daily term, right? What are the rocks that we're moving this month, this week, today, actually being able to share all these things? Right, talking about the hard things, this thing happened at work when it came to food and health coaching, like, you know, I just want to go and blow off steam and go to the club tonight, or go drinking with my friends, or whatever, and you know, having somebody to actually talk that through with, to make sure that, yeah, but how is that going to impact tomorrow, and this other thing that you said you wanted to accomplish, right? So, as a young man I had no training going into any of this other than my own fascination with health, my own health transformation and journey in my early 20s, but this call it menage of personal growth, routine building, habit building, psychological construct of why do we know better but do the opposite, why do we do things that are wrong for us, right? And then, how do we check that part of us and build new patterns? So, as I grew in my entrepreneurial journey, and as an operator, I started to incorporate what I was learning in the work with my clients, and I started to choose clients who were growth-oriented and who tended to be entrepreneurs and people who were building things or what then turned into members of leadership teams, etc. etc. etc. And yeah, it's been this symbiotic journey of my personal growth informs the work that I do with my clients and vice versa. And then, of course, over time I got more formal training and have never stopped trying to become better, so that I can really service my clients as well as possible.   David Thomas Hind  38:26   I mean, they put a lot of trust in this relationship, and from my side, I try to show up as the most powerful service provider they've ever experienced. I really think of myself as a partner, less of a coach, more of like a partner. I think of myself as like the COO of their life, I am extremely present for them. We're communicating throughout the day, through text, through voice memo. We do weekly calls.   David Thomas Hind  38:50   Yes, it was kind of funny, Daniel. I remember when I first asked, what your coaching style was like? Like, ask if you do a weekly email or a Zoom call with those people. Yeah, I quickly learned, oh no, it's not like that at all.    David Thomas Hind  39:02   No, we're in the trenches together. Anybody on the outside of your life wouldn't necessarily know that I'm there on your team, I'm on the phone behind the screen, but it's because I want this to be as private of an experience as possible. So, full confidentiality, this is very private. I become somebody that you can share the like scariest, worst, most vulnerable parts of yourself, not judge you and help you turn those into strengths. I feel like I said, we're game planning just about every day together, and really, I give as much energy as you're gonna give, so somebody who is resistant to this sort of work, you're not going to get a lot out of it. I can't force anything, because it's not like I'm in the room with you, right? We are communicating digitally, but I do try to make myself as present in your life as possible, because a lot of people at the top don't have a lot of people. That they trust, you know, they're always providing for other people, they don't provide for themselves as much, they let themselves go. So to have somebody who's giving that back to them can be very, very, very, very, very life affirming and life giving. And yeah, I feel like I have the best job in the world that really nobody knows about, that I couldn't have possibly constructed or imagined for myself either. And it's like a very unique thing in the world, and I'm just so, so grateful that I, that I can do it.   Keith Weinhold  40:25   It is, it gets so personal. Yes, you're frequently texting and messaging people, and yeah, I mean, you must know a lot of information before that client's spouse even does in a lot of cases. Yeah, what an unusual and interesting thing to be doing. Well, Daniel, I hope it's not an imposition, but if you're still open to it, I know you mentioned before that you know that we haven't known each other all that long, but just based on our mutual friends that you would potentially offer private one on one coaching to GRE listeners, so if you're still open to that, tell us about it and what it takes to apply to work with you.   David Thomas Hind  41:00   Yeah, I appreciate that, and I do have spots available, so if anybody, thank you, listening today thought, wow, the way that he's speaking about his clients is how I feel about myself, right? Anything that I said, then I'd say you're a good candidate. So the best way to get in touch with me is just to go to my website, it's my full name, Daniel Thomas Hind, h i n d.com and you can fill out an application, and if you're a good fit, we'll get on a call, it's a free consultation, and on that call we talk about you, we talk about you, and I'm going to find out what it is that you actually want, what it is that's getting in the way, and how I might be able to serve, and that's the only way that we can work together. There's one offering, it's private one on one coaching, and it is an uncommon way to get extraordinary results. So I'm looking for people who believe that there's more, and if you lead with that, then you're gonna, you're gonna get what you want. So, yeah. For anybody who that resonates with, I would love to talk to you.   Keith Weinhold  42:10   Well, Daniel, this has been terrific. I think you said at least one thing that resonates with a lot of people, where they thought, oh my gosh, I can see myself with what he is describing right now, because we all have this gap between who we are and who we could be, the gap in the gain. If this is potentially of interest to you, yes. Thanks, Daniel. You can visit danielthomashind.com That's been great having you here on the show.   David Thomas Hind  42:36   Thanks, Keith. It's been a real pleasure, and it's been a pleasure getting to know you as well. So, more to come.    Keith Weinhold  42:47   The ideal person that Daniel helps is someone named Pierre. Pierre is between the ages of 38 and 50. He's either a tech founder, agency owner, online business owner, real estate investor, or some other flavor of entrepreneur who has built a business doing 500k to 5 million plus a year and is taking home around 350k or more than that, and by every measure that other people use to judge a life, Pierre has won, and he knows it, that's part of what makes this so confusing for him, because Pierre's pain points are physical burnout, which Daniel and I talked about, cognitive decline from the burnout, and before I met Daniel, I didn't even know that burnout could cause cognitive decline, leadership erosion, a marriage on autopilot, where a marriage becomes just another thing that you're managing rather than living. Pierre's also got an identity crisis, and he's got success as the trap, because by every measure that other people use to judge a life, Pierre has won, and that's what makes a situation like this, so confusing, because see, he can't complain to anyone, since from the outside everything looks perfect. But here's what makes someone like Pierre coachable: he's a winner. He's always expected more of himself than anyone around him would dare to ask. He's someone who has never been satisfied with good enough, and he's always been willing to get uncomfortable to unlock the next level. He didn't build a multi million dollar business by accident. You build that by being relentless, being honest with yourself, and refusing to coast. And that same instinct is the reason that Pierre knows he needs coaching. He's not looking for someone to make him feel better about where he is. He's looking for someone to grab him by the shoulders and hoist him into the best version of himself that he knows is still in there. He wants a revamp, health, business, marriage, identity, creativity, purpose. The whole thing, he wants to feel like himself again, and he's willing to do whatever it takes to get there. Pierre's dream outcome is that 12 months from now, he is the healthiest, most creatively alive, highest agency version of himself that he's ever been. He runs the business on his terms, he has built or launched the thing that he's been sitting on for years. Maybe it's the new product, or maybe it's the book that he's always wanted to write. He's taking vacations with his family. He has a phone off policy from dinner time on, so that he's present and he knows who he is when he's not performing. In fact, there's very little performing because he's in flow and the magic is back, so Pierre really describes the journey. Big thanks to Daniel Thomas Hein.   Keith Weinhold  45:54    Today, so great to host him, considering that he rarely does public appearances like this. Next week, it'll be back to our core real estate content. Hey, and a thanks too to the amazing Terry Kerr, the founder of Mid South Homebuyers. He's such a giving guy that it's really no surprise that he would let his story be told for your benefit. So we got to talk about the part that you don't see here. What's behind a person as successful as a property provider to all these hundreds or 1000s of investors across the nation. If you think that performance coaching can help you, you can apply, but since it is highly personalized one on one coaching, he can only take a select few, but it's a rare opportunity. You can do so at Daniel Thomas hind.com and from there you can go on and talk about your favorite subject, which is talking about yourself with him. Until next week, I'm your host, Keith Weinold. Don't quit your daydream.   Speaker 1  46:58   Nothing. Nothing on this show should be considered specific personal or professional advice. Please consult an appropriate tax, legal, real estate, financial, or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of Get Rich Education LLC exclusively.    Keith Weinhold  47:24   The preceding program was brought to you by Your Home for Wealth Building, getricheducation.com

Chris Van Vliet is one of the world's top podcast interviewers and the host of the massively successful Insight podcast and YouTube channel, which boasts more than one million subscribers. Known for his in-depth interviews with wrestling legends, celebrities, and entrepreneurs, Chris has built a media empire by mastering consistency, relationship-building, and niche audience growth. In this episode, Travis breaks down the biggest lessons he learned from Chris and shares actionable insights for podcasters, creators, and entrepreneurs looking to build an audience and monetize their expertise. On this episode we talk about: Why treating your podcast like a business is essential for long-term success The power of niching down and serving a specific audience How in-person interviews create stronger relationships than virtual conversations Why a single "yes" can completely change the trajectory of your career The role of consistency, volume, and content creation in audience growth Top 3 Takeaways Consistency is the foundation of audience growth. Showing up regularly builds trust with your audience long before you see meaningful results. Niche audiences can be incredibly profitable. You don't need millions of followers if you're serving a highly targeted community that advertisers and partners want to reach. One opportunity can change everything. Most successful careers can be traced back to a single "yes," but you have to keep putting yourself in positions to hear it. Notable Quotes "Consistency is the contract you make with your listeners." "Treat your podcast like a business or it'll pay you like a hobby." "You need someone to say yes one time. That's it." Connect with Chris Van Vliet: Instagram: https://www.instagram.com/chrisvanvliet Other: https://www.chrisvanvliet.com Podcast & YouTube: Insight with Chris Van Vliet A Word from Our Sponsors: - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to ⁠https://invest.modemobile.com/travismakesmoney⁠ -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

We take a look at the Governing Body's counsel to Jehovah's Witnesses on how to deal with a sick pet, by looking into the Watchtower library where we find articles written by dogs, Jehovah slaughtering millions of animals... and more!TWITTER: @exjwpodcastINSTAGRAM: survivingparadisepodcast

Dr. Salim Abdool Karim, the renowned South African epidemiologist, chairs the Africa CDC Emergency Consultative Group. In that role, he just completed a visit to Bunia, capital of Ituri province in the Democratic Republic of Congo, site of the dangerous Ebola outbreak. His focus included laboratories, test centers, isolation units, along with PPE, safe, dignified burials, contact tracing, the WHO/Africa CDC Incident Management Team, and security challenges. The United States has made major commitments, but US experts and US-funded groups operate outside the IMT. The moment you arrive in Buria, it is very obvious you are inside a conflict zone. Care providers—true heroes—are rushing in. They are "fire fighters running into the fire."

Move from fear driven self protection to wisdom based living. This series exposes the orphan spirit and shows how distorted views of God fuel burnout and insecurity. Discover grounded identity, lasting hope, and real confidence rooted in God's steady presence and care. The post Guarded: Week 4 with Caleb Treat appeared first on Christian Faith.

s the Old Testament Law a heavy burden to be avoided, or a guide to the heart of the Lawgiver?

The mental and emotional weight of trying to conceive doesn't disappear once you're pregnant, or once the baby arrives. For many women, it quietly shapes everything that comes after.Sometimes the hardest part isn't the fertility treatment itself. It's carrying the aftermath of it into motherhood without anyone acknowledging that you went through something significant to get there.In this episode of The Science of Motherhood, Dr Renee White sits down with Dr Edna Lekgabe, certified perinatal and reproductive psychiatrist practising in Melbourne, to explore the mental health dimensions of the trying to conceive journey. They cover the difference between normal anxiety and clinical anxiety, how IVF trauma shows up in the body long after treatment ends, and why perinatal mental health challenges are never a personal failing.This is the final episode of the six-part Trying to Conceive series on The Science of Motherhood.In this episode, you'll hear about:Why what you're feeling is a nervous system response, not a character flawHow to recognise when anxiety has moved from visitor to renovationWhat IVF trauma looks like in the body and why it often goes unidentifiedHow medication decisions are made with a risk-versus-risk frameworkWhy reaching out early makes a differenceYour mental health through this journey is part of the journey. It deserves the same attention as everything else. There is support available, and you deserve to use it.If this resonates, share it with someone who needs to hear it. Subscribe to The Science of Motherhood so you never miss an episode.Resources & LinksConnect with Renee

In this episode of the Econ Dev Show, Dane talks with Janae Stark about the Community Economic Revitalization Board's “right project, right time” approach to rural economic development, from planning and project development to infrastructure financing, construction timelines, and what happens when projects go sideways. Janae shares how CERB works with communities and federally recognized tribes in Washington State, why trust and relationship-building matter as much as funding, and how infrastructure like buildings, roads, utilities, and rural broadband can unlock opportunity for small communities. The conversation also explores the less visible work behind successful projects, the importance of helping communities avoid bad bets, and why economic developers need spaces to learn from one another instead of reinventing the wheel alone. Like this show? Please leave us a review here — even one sentence helps! 10 Actionable Takeaways for Economic Developers Start with project readiness, not the application. Before pursuing funding, work backward from the business or community timeline and identify permits, environmental review, match funding, private investment, and approvals needed to get to contract. Treat planning as economic development work. Use planning funds and community outreach to clarify what the community actually wants to become, not just what project happens to be available. Build relationships before things go wrong. Communities are more likely to call early when a business partner pulls out or a project changes if they already trust you. Be willing to coach communities toward the right funder. If your program is not the best fit, help the community find the organization or funding source that can get them to yes. Do not confuse urgency with readiness. A project can look exciting on paper but still be too risky if the private partner, repayment plan, permits, or timeline are not solid. Ask whether the infrastructure can support more than one possible business. Projects are safer when the building, road, utility, or site improvement can be reused or marketed to another company if the original deal falls apart. Help elected officials and board members understand the invisible work. Explain the project development, relationship management, and risk reduction that happen long before a groundbreaking or ribbon cutting. Recognize that different infrastructure has different economic impacts. Buildings, roads, water, sewer, and electricity may directly enable business expansion, while broadband may improve community competitiveness in broader, less immediately visible ways. Create peer networks for practitioners. New economic developers need places to ask basic questions, decode acronyms, find funding calendars, and learn from communities that have already solved similar problems. Show up and listen locally. Especially for people new to economic development, attending community meetings, listening to difficult voices, validating concerns, and asking experienced practitioners for help are essential parts of learning the work. Special Guest: Janea Stark.

Born on her father's 25th birthday, Lynette Kittle shares how every few years their shared birthday falls on Father's Day, a coincidence that makes the day feel especially tender and significant. As a child, her father seemed perfect. As an adult, she realized he wasn't, and discovered that it didn't matter nearly as much as she thought it would, because love, as 1 Peter 4:8 reminds us, covers a multitude of sins. In this warm and grace-filled episode for Father's Day, Lynette invites us to shift our gaze from the ways our fathers have disappointed us toward the reasons God has given us to be genuinely grateful for them. Fatherhood, Lynette reminds us, was God's idea from the beginning. He is the original Father of all creation, and He made man in His image to reflect His fatherly qualities and pass His strengths on to future generations. Our fathers don't have to be perfect for us to have hearts full of gratitude for the life God gave us through them, for the lessons they taught us even through their shortcomings, and for the honored place God has given them in the family and in our lives. Whether your father has been faithful and steadfast or has fallen short in significant ways, he is still a man created in the image of God, and that alone is reason enough to bring a prayer of thanksgiving before the Father who made him. Today's Bible Verse "Do not rebuke an older man harshly, but exhort him as if he were your father. Treat younger men as brothers."— 1 Timothy 5:1, NIV Ponder Today Fatherhood was God's idea. He is the original Father, and He created human fathers to reflect His qualities and pass His strengths to future generations. That divine design alone gives us reason for gratitude. Our fathers don't have to be perfect for us to be grateful. Love covers a multitude of sins on both sides of the relationship. Choosing gratitude over grievance is not denial — it is a grace-filled act of faith. Fathers are essential, not expendable. Despite cultural messages that diminish the role of fathers in the family, Scripture is clear: honoring our father and mother is the first commandment given with a promise of blessing (Ephesians 6:2-3). Even a father's shortcomings can teach us something valuable. God works through imperfect people to shape us — what to pursue, what to avoid, how to persevere. The lessons we learn from our fathers, even the hard ones, are not wasted. A Prayer for You Today Dear Father, today we want to express heartfelt gratitude to You for our fathers, for those who have been faithful to You in the honored positions You have given them. We thank You for their steadfastness, love, and endurance. We are grateful for the ways You have strengthened and guided their steps so that they might lead us in righteousness. And Father, we thank You too for the fathers who have fallen short, because even so, they are created in Your image and You gave us life through them. On Father's Day and all year long, we offer heartfelt gratitude to You for creating the fathers through whom You have given us life. In Jesus' name, Amen. Don't Miss an Episode If today's prayer stirred gratitude in your heart for the father God placed in your life, we'd love to stay connected. Subscribe to the LifeAudio newsletter at LifeAudio.com for daily prayers, devotionals, and more content to nourish your faith and your most important relationships every day. If you like this podcast, be sure to check out our sister podcast, Your Nightly Prayer - an evening Christian prayer podcast to help you end your day in conversation with God. https://www.lifeaudio.com/your-nightly-prayer/ Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.

SIBO & Parasite Antimicrobial Protocol: https://drruscio.com/biofilm-protocol/?nab=0&utm_source=youtube  Elemental Diet: https://store.drruscio.com/pages/elementalheal  Triple Therapy Probiotics: https://store.drruscio.com/products/triple-therapy-probiotic  Gut Rebuild Nutrients: https://store.drruscio.com/products/gut-rebuild-nutrients-powder-chocolate?srsltid=AfmBOopnMhnrTlDklAWPUIyuoOFwM3FwTahLXX4888KzfgBc-Ym9bUvt    Parasites are an often-overlooked factor in chronic gut symptoms, food intolerance, histamine-type reactions, fatigue, and cases where patients feel stuck despite addressing SIBO, Candida, or other common gut imbalances. In this episode, Dr. Ruscio, Dr. Jake Vonfeldt, and Dr. Scott Spiridigliozzi discuss common parasites like Giardia, Cryptosporidium, Blastocystis, pinworms, and helminths, why standard testing can miss them, and how clinical history can help determine when parasites deserve closer consideration. They also share both natural and pharmaceutical parasite protocols, along with practical guidance on when each approach may be appropriate.   ✅Start healing with us! Learn more about our virtual clinic:  https://drruscio.com/virtual-clinic/

Alcohol use disorder affects millions of Americans, but treatment options remain limited, and relapse is common. A UT Health San Antonio researcher is studying two unconventional approaches that he hopes could one day be combined into a single, more effective treatment.

How you treat people reveals what you really believe. We all have a seating chart for our lives — people we honour, people we overlook, often based on status, appearance, or what they can offer us. James calls this discrimination and says it reveals the division in our soul. This week Jeff Brodie unpacks James chapter 2, the difference between evaluating people by culture's values versus kingdom values, and why faith without action toward others isn't really faith at all. James Reading Card: https://connexuschurch.com/wp-content/uploads/2026/06/James-Reading-Plan-Card.pdf Bonus Episode: Releases Tuesday 23rd June

How you treat people reveals what you really believe. We all have a seating chart for our lives — people we honour, people we overlook, often based on status, appearance, or what they can offer us. James calls this discrimination and says it reveals the division in our soul. This week Jeff Brodie unpacks James chapter 2, the difference between evaluating people by culture's values versus kingdom values, and why faith without action toward others isn't really faith at all.

Morning Mantra: "Let kindness lead the way."  Our country and the people in it are going through a hard time right now, some worse than others.  Some can handle it better than others, but no one is exempt from this crisis.  Some are affected financially, some mentally, some spiritually, others socially.  There is a big riff and it is fueled by fear and hostility. Even some families and friendships are strained.  The economy is not great and prices are really I high.  Frankly it has affected my business too and has made me re-examine what I spend.But I refuse to let external influences change the way I treat others  And since we rarely know how badly someone might need some extra kindness right now, I just make it a habit to be kind to everyone.  If you are having a good day, share your vibes....  Smile at everyone you meet.Listen  to others with interest.Ask your loved ones if they are okay.  Let drivers merge.Pay for someone's coffee if you can afford to.Offer to go to the grocery store.Babysit for a stressed out mom (or dad).Feed up for your barn owner- or at least don't add to their burdens.Donate goods, services, or money.Lose judgement and criticism and remember we are all in this together. Treat people the way you want to be treated on your bad days.  #BeGoodToEachOther #BeHappy #BeHorsey #BeHippie #HorseHippie #MorningMantra #inspirationalQuotes

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Heather Younger. Founder and CEO of a leading employee engagement and workplace culture consulting firm:

John W. Brewster is a Service-Disabled Air Force veteran, NICET Level IV expert, former Master Instructor, UFC contributor, and CEO of ITM4G, leading multimillion-dollar contracts with top federal agencies. Top 3 Value Bombs 1. You don't need a college degree to succeed; real-world skills, common sense, and consistent effort can take you just as far. 2. Treat employees with respect and make them feel valued; strong teams are built on appreciation, not authority. 3. The right certifications combined with hands-on experience can rival (or exceed) traditional education in career advancement. Check out John's website to learn more, or reach out to him directly - ITM4G Website Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. 50 Days - Join JLD on his free '50 Days to Something' video series on YouTube and create something special in 50 days.

Support the Dee Family: https://www.gofundme.com/f/the-robert-dee-family-support-fundBook a call: https://remnantfinance.com/calendar Out Print the Fed with a 1% target per week: https://remnantfinance.com/optionsEmail us at info@remnantfinance.com or visit https://remnantfinance.com for more informationFOLLOW REMNANT FINANCEYoutube: @RemnantFinance (https://www.youtube.com/@RemnantFinance)Facebook: @remnantfinance (https://www.facebook.com/profile.php?id=61560694316588)Twitter: @remnantfinance (https://x.com/remnantfinance)TikTok: @RemnantFinanceDon't forget to hit LIKE and SUBSCRIBE_____________________________In this episode, Hans strips the banking function down to its core. Money flows into your life and money flows out, and the only question that matters is who profits from what happens in between. Right now, the answer is almost certainly someone else. Using Nelson Nash's "Becoming Your Own Banker" as his guide, Hans walks through the all-American family's spending pattern, the front-loaded mortgage trap, and the 345 MPH headwind eating away at every dollar you earn.If you've ever been turned off by the branding of IBC or the fact that the product is life insurance, this is the episode that asks you to separate the process from the product and actually look under the hood.Chapters:00:00 – Opening segment00:25 – What banking actually is (and why the Fed won't end)03:50 – A plea for peace of mind09:30 – Why the 1% term policy matters and what it means for your family13:35 – What does a bank actually do?16:55 – Building a dam20:15 – Someone is banking with your capital right now. Is it you?22:50 – Nash on the problem: the all-American family and the car loan25:40 – The mortgage trap: 86% of every dollar to financing32:00 – The 345 MPH headwind: why you can't out-save the interest37:15 – Creating a bank: cogeneration and tapping the existing system44:10 – Separate the process from the product50:30 – Closing segmentKey Takeaways:Banking is not a product you buy, it's a function already happening to your money. Capital flows in and out of your life whether you manage it or not, and someone is profiting from that flow right now. If you don't know who, it isn't you.Separate the process from the product. The banking function is the goal; whole life is simply the best tool currently available to facilitate it. Don't let a gut reaction to the words "life insurance" stop you from understanding the mechanics underneath.The volume of interest matters more than the interest rate. A modest-sounding rate still means 34.5 cents of every disposable dollar goes to interest, and roughly 86% of your mortgage payment in the first five years goes to financing rather than equity. The rate is the distraction; the volume is the wound.You can't out-save a 345 MPH headwind. No rate of return on your savings will outrun the drag of paying a third of every dollar in interest. Most people obsess over making the plane go 105 MPH instead of controlling the environment they fly in.Treat your capital the way a bank treats theirs. A bank never lends without collateral and insurance, and never lets capital sit idle. When you buy stocks with cash or leave money in a checking account, you're acting like the average American, not like a banker.Self-insurance is a myth. You will pay for life insurance one way or another, either through premiums or through lost retirement income. The question is whether your family is protected in the 1% scenario where it matters most.

"What would be the use of me acquiring all of this for myself if I didn't leave it for somebody else?" Amanda Johnson has spent 20 years helping thought leaders, coaches, and business owners write books — and she has come to believe that the most important thing a book does has very little to do with authority or speaking engagements. It has to do with legacy. With what gets left behind. With the story that someone, somewhere, is going to need at the exact moment they're ready to lose everything. She makes that case through the story of Ruben — a business strategist and early client who was diagnosed with cancer, went into remission, and then got the call that it had come back. They gave him 30 days. He had three things left to do: hand over his business, marry his wife in a church, and finish the book he'd been meaning to write. He called Amanda. He wrote it in 30 days. He passed on day 31. That story isn't the whole conversation — but it's the heart of it. Amanda also gets into her message matrix framework, the retreat model she built after realizing that a clear outline wasn't enough to get accomplished people writing, and the pattern she's seen again and again with high-achievers in the helping professions: there's a part of their story that hasn't been processed, and it's quietly holding them back — from stages, from scaling, from fully showing up. Writing, she says, is the most powerful way to release it. Amanda closes with three concrete action steps for anyone who's been circling their book: 1. Treat the writing project the way you've treated every other successful thing you've built. Block time, set a schedule, create boundaries around it. The discipline that grew your business will write your book. 2. Find a writing partner, not a ghostwriter. Do as much of the writing yourself as you can — even if it's imperfect — and have someone sharpen it. The energetic ownership of the work matters, and readers feel the difference. 3. Ask yourself honestly whether this book needs more time than you typically give things. If there's a story still calling to be told, sit with it. Find a witness. Then put it into the world. Learn more & connect: Saved by Story House: https://www.savedbystory.house Visit https://www.eCircleAcademy.com and book a success call with Nicky to take your practice to the next level.

THE BREAK ROOM, WCMF, Friday 6/19, 8am Hour 1) Happy Father's Day! Treat yourself this year with an offsite man cave! 2) Phishing scams via Italian bakeries and AI women. What would YOU fall for? 3) How far would Tommy go for Tony Danza?

Legacy of Ebenezer the Donkey. How One Animal Became a Local Community LegendIn this episode of The Story of My Pet podcast, Julie Marty-Pearson interviews Joe Dimino about his lifelong love of animals and the remarkable community bond formed around Ebenezer, a donkey in a roadside pasture near Grandview, Missouri. Joe shares how he and his son Miles (on the spectrum) regularly visited Ebenezer with carrots, how the donkey's loud bray and friendly personality drew countless neighbors to stop and connect, and how Joe's local newspaper feature and online videos helped spread Ebenezer's story. As Ebenezer aged and became ill, caregivers Randy and Shirley Phillips played a major role in supporting his care, including a stay at a horse hospital, and the community rallied with bumper stickers, memorial tributes, and even a parade float after his sudden death in 2010. Joe later created a digital book and website so Ebenezer's legacy—and the relationships he sparked—could live on.To learn more about Ebenezer the Donkey, visit the WebsiteJoe Dimino has been writing & creating in a variety of capacities since his college days at the University of Missouri-Kansas City somewhere around 1993. If you are keeping score, that would be about 29 years+. It all began at UMKCs University News as a Sports Writer & turned into a myriad of expressive avenues. Inventing poems, art, video & audio has always been in the proverbial cards. Follow Joe on Instagram and Facebook. Support the showSupport the Podcast by Buying Us a Treat via Buy Me a CoffeeShop our Affiliate Partners:

Blue is back! And so are our regularly scheduled videos. We talk living weapons and Greek myths, plus! Tour guide antics, Aquamarine antics, cat antics... really just all the antics in this episode of the Overly Sarcastic Podcast! Our podcast, like our videos, sometimes touches on the violence, assaults, and murders your English required reading list loves (also we curse sometimes). Treat us like a TV-14 show.Eros Takes a Bow:https://www.amazon.com/Audible-Eros-Takes-a-Bow/dp/B0H46JGD8FAurora Volume 2 Available Now!https://comicaurora.com/books/OSP has new videos every Friday:https://www.youtube.com/c/OverlySarcasticProductionsChannelQuestion for the Podcast? Head to the #ask-ospod discord channel:https://discord.gg/OSPMerch:https://overlysarcastic.shopFollow Us:Patreon.com/OSPTwitter.com/OSPyoutubeTwitter.com/sophie_kay_Music By OSP Magenta ★ Support this podcast on Patreon ★

A swarm of swords, sorcerers and sunburns surround this episode, as Masters of the Universe and Conan the Destroyer stretch our baby oil budget to the max!  #conan #conanthedestroyer #skeletor #jaredleto #heman #mastersoftheuniverse #arnoldschwarzenegger    

This week, John Casmon breaks down the lessons behind Brandon Turner reportedly losing $15 million of investor capital, and why the headline misses the point. Rather than pile on or use the story as fuel for fear, John makes the case that apartments and syndications are not the problem. The real issue is understanding how to identify and manage risk. In this episode, John walks through the factors that actually sink deals, the questions every investor must ask before investing, and how to mitigate risk on both the active and passive side.   Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here.   Key Takeaways Apartments and syndications are not the problem. The skill that protects you is knowing how to identify and manage risk, which is different for every deal The first question every investor must ask is "How can I lose money on this deal?" so you can uncover, mitigate, and get ahead of risk Interest rates were only part of the story. Insurance and tax increases, especially in Texas and Florida, did just as much damage The loan product has to match the business plan. Bridge debt itself was not the core issue You lose money when cash flow can't cover debt service, so underwrite conservatively and balance aggressive financing with lower leverage Don't assume the environment you buy in is the environment you'll sell in. Cap rates moved far more than the old rules of thumb accounted for Use a tough outcome as a lesson to sharpen your own investing philosophy, not as a reason to sit out Topics Why the $15 Million Headline Misses the Point John opens on the commentary around Brandon Turner reportedly losing $15 million of investor capital, and rejects the "I told you so" victory-lap energy as a loser mentality He acknowledges how hard this is for investors, who put money to work to help their families and reach their financial goals Real estate remains a tried and true wealth vehicle, proven over the last 80 to 100 years and second only to the stock market, with apartments offering scale that's hard to find in single family Apartment syndication as we know it is still relatively new, and the last four to five years brought historic low rates and a wave of new supply, creating a lot of moving pieces The Factors You Can't Control You can't control interest rates or supply, and several forces hit at once that few investors could have predicted Interest rates shot up faster and further than ever in the shortest window on record More supply came online in the last two years than in the previous 40 to 45 years The takeaway is not that apartments or syndications failed, but that investors have to understand the fundamentals well enough to identify and navigate risk, which looks different on every deal The First Question Every Investor Must Ask Before any investment, particularly for passive investors, ask "How can I lose money on this deal?" Asking it is how you uncover where the risk lives, how to mitigate it, how to recognize when things go awry, and how to cut bait if you absolutely have to This is one of the core questions in John's guide, 7 Questions You Must Ask Before Investing in Apartments If you skip this question, you leave yourself blind to the very exposure that takes deals down Why the Loan Has to Match the Business Plan Many of these deals were bought at low rates on variable-rate debt, and those loans repriced coming out of 2021 and 2022 A rate cap is one tool to soften that risk, and John's team used one, but caps got more expensive as rates rose and are not a cure-all John's contrarian take is that bridge debt itself was not the primary problem. The loan product simply has to match the business plan A value-add plan needs the option to refinance or exit, which is why bridge terms are attractive: there's no prepayment penalty, unlike fixed debt where a 2% prepay fee on an early sale could cost hundreds of thousands or millions Where the Real Damage Came From The business plan has to account for variable factors like tax increases, insurance increases, and rent growth, some of which investors could anticipate and some they could not Insurance and taxes spiked alongside rates, especially in markets like Texas and Florida, and likely did as much or more damage than interest rates alone Every investment carries risk, even bonds, and investors are always weighing what's likely against what's not This cycle delivered the unlikely, and that combination is what made these deals so difficult to navigate The Two Ways You Lose Money and How to Mitigate You lose money when there isn't enough cash flow to cover debt service, so build reserves and underwrite conservatively on tax reassessments, insurance, and rental income If you take on bridge debt, offset it by being conservative elsewhere, such as limiting leverage to 60% or even 50% loan to value instead of 80% Don't assume the environment you bought in will be the environment you sell in. The old habit of adding ten basis points to the exit cap broke when cap rates moved 100 to 200 basis points John's team favors markets like the Midwest where taxes, insurance, and claims risk are more predictable, and structures deals so the loan, the operations, and the exit all line up Don't Let One Deal Rewrite Your Game Plan Using a tough outcome to scare people away from passive investing is the wrong response, because for many it's the only practical path to real estate income The better move is to educate, learn from what went sideways, and become a better investor Every entrepreneur experiments, fails, adjusts, and comes back stronger, so define your own investing philosophy rather than abandoning the goal The end game for most people is financial freedom and the flexibility to spend time with the people they love, and the right lessons keep you moving toward it

"He'll probably be fine." That's what most parents hear when their toddler shows early signs of autism. After 25 years in the field - and raising a son who looked "mild" at 2 but needs 24/7 care at 30 - Dr. Mary Barbera explains why that reassurance may be the most dangerous sentence in child development. In this video, Dr. Mary Barbera breaks down: Why the question "Can autism be prevented or reversed?" has become politically incorrect - and why it's the most important question to ask anyway The river parable: why we can't just keep pulling children from the water without going upstream The "golden year" of neuroplasticity - and why almost every autism family misses it Why kids who look "mild" at 2 can end up needing lifelong care - while kids who looked severe are graduating college Dr. Glenn Dunlap's career-changing advice: "Treat it like the most severe case of autism" Why early intervention systems haven't changed since the 1990s - and what parents can do right now Dr. Mary Barbera is an RN turned BCBA-D and bestselling author of Turn Autism Around. As both a doctoral-level behavior analyst and the mother of a 30-year-old son with severe autism, she bridges clinical credibility with lived experience to empower parents as the lead in their child's progress.

Psalm 37:7 calls believers into a posture of stillness and trust when circumstances feel unjust or when others seem to undermine our plans. In this devotional, Jennifer Slattery reflects on the emotional turmoil that arises when people act against us—intentionally or otherwise—and how easily fear, anxiety, and anger can take over. Through the life of David, we see a powerful example of someone who endured prolonged opposition yet learned to rest in God’s sovereignty rather than react out of panic or revenge. Highlights Psalm 37:7 encourages stillness and patient trust in God’s timing. Opposition from others can trigger fear, anxiety, or anger if left unchecked. Emotional reactions often intensify situations rather than resolve them. David’s life shows both suffering and unwavering trust in God’s promises. God’s plans are not derailed by human sabotage or resistance. Waiting on God develops patience, perseverance, and spiritual maturity. God often works behind the scenes before His promises are visible. Believers are called to rest in God’s sovereignty rather than react in fear. Join the Conversation Have you experienced a time when God reminded you that He saw your pain, needs, or circumstances? How does knowing that God is El Roi—the God who sees you—change the way you approach difficult seasons? Continue the conversation with the Crosswalk community here: https://forums.crosswalk.com/ Do you want to listen ad-free? When you join Crosswalk Plus, you gain access to exclusive, in-depth Bible study guides, devotionals, sound biblical advice, and daily encouragement from trusted pastors and authors—resources designed to strengthen your faith and equip you to live it out boldly. PLUS ad free podcasts! Sign Up Today! Full Transcript Below: Trusting God's Plans to Prevail When Others Come Against Us By: Jennifer Slattery Bible Reading: Be still before the Lord and wait patiently for him;do not fret when people succeed in their ways, when they carry out their wicked schemes. - Psalm 37:7 How do you typically respond when someone does something to sabotage your plans or goals, or in some way makes your life difficult? What if they do this intentionally? Do you feel vulnerable and like they hold power over some aspect of your life? Do you find your anxiety spiking? And if so, does your fear ever present as anger and hostility? Sadly, I’ve reacted to such situations in each of those ways, especially when I felt the other person held power over something I considered important. This never yielded the results I’d hoped for. Most often, in fact, my reactions only made things worse. In some instances, my dysregulated emotions and the behaviors they triggered hurt me more than the “offense.” Although I still have much room for growth, I’m learning to follow David’s example, not just in today’s verse, but throughout his life. (His near homicidal rage in 1 Samuel 24 and his treatment of Bathsheba, which many scholars call rape, notwithstanding.) If you’re familiar with Old Testament history, you may recognize his long, fearful, and discouraging journey to the throne. The most prominent prophet of his day anointed him as ancient Israel’s future king when David was a teenager. But he didn’t step into his calling for another decade and a half. He spent much of the time in between living as a fugitive, hiding in caves and enemy territory in fear for his life. He knew God had glorious plans for him. Although he wrote psalms in which he seemed to express some degree of doubt, he trusted the Lord to do for him all that He’d promised. This trust, and the relational intimacy that supported it, allowed him to remain his godly, spiritually mature self, even when experiencing relentless attack. This amazes me when I consider the emotional weight he carried. When we first meet him, he stepped into a heroic role that gained him access to Saul, the then-reigning king. Soon after, the young warrior moved into the palace, where he faithfully served. He also led the nation of Israel into numerous victories, including against one of their fiercest enemies, the Philistines. One might expect Saul to respond with gratitude. Instead, he became jealous. Feeling threatened, he spent the remainder of his life pursuing David in order to kill him. As a result, David found himself forced from his home and his wife when Saul sent men to stake out his house, again, to kill him. During his flight, he sought help from a priest, who gave him bread and a highly symbolic sword for self-defense. He soon learned, however, that Saul found out and sent one of his men to kill all the priests serving at that particular temple—and their families. Women and children were massacred because one man offered David aid. Understandably, he blamed himself for their deaths. Can you imagine how that must’ve felt? Around age 30, David became king and brought peace to His people. He likely wrote Psalm 37 sometime during this time. Reflecting on his life, his suffering, and how God remained faithful through it all, David confidently proclaimed, in essence, to whoever might listen, “Don’t stress about the actions of evil men. God’s got you. Relax and wait for Him to lead you to your best life.” Intersecting Life & Faith: When we feel under attack and tempted to immediately jump into “fix it” mode, may we instead intentionally still ourselves before the Lord, which implies being still in His presence. That’s where we’re most apt to receive His comfort and strength and hear His perfect wisdom regarding how to respond to our circumstances. Entrusting our situation to God can feel incredibly uncomfortable. It becomes easier, however, when we remember His heart toward us, His power consistently employed on our behalf, and His faithfulness. We can choose to quietly wait on Him to reveal our best path forward, knowing He’s never wrong or ill-informed. He's also never late, although in my experience, his interventions rarely arrive early. It certainly didn’t for David! Although the Lord remained with him at every step and often worked behind the scenes on the warrior’s behalf, it took Him years to fulfill the promise He made to youthful David. That long, painful delay required significant patience and perseverance through a rather exhausting delay. David understood how difficult it can feel to wait, which is why, years later, he could advise his people, us, and countless others besides, to patiently wait on God—trusting Him to make our circumstances right. Friend, wicked people might make your present situation more painful and difficult than it needs to be. But they cannot thwart God’s very good, hope-filled plans for you. Remember that the next time someone does something that leaves you feeling vulnerable and threatened. Remember that Christ Himself guards your path and invites you to follow His guidance as He leads you to the glorious destination He determined just for you. Further Reading:2 Samuel 22:3Psalm 18:1-6 Psalm 54:4 Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Heather Younger. Founder and CEO of a leading employee engagement and workplace culture consulting firm:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Heather Younger. Founder and CEO of a leading employee engagement and workplace culture consulting firm:

How can horror writing help readers — and writers — work through psychological trauma? Why does cross-genre fiction take longer to find an audience, but pay off in the long run? Is running a direct sales store actually worth the inventory, postage, and learning curve? And how can SubStack work for fiction authors? With psychotherapist and award-winning author P.D. Alleva. In the intro, thoughts on why in-person conferences are still worth it, even when they are a challenge for sensitive introverts! and tips for making the best of conferences [Self-Publishing Show]. Today's show is sponsored by Draft2Digital, self-publishing with support, where you can get free formatting, free distribution to multiple stores, and a host of other benefits. Just go to www.draft2digital.com to get started. This show is also supported by my Patrons. Join my Community at Patreon.com/thecreativepenn P.D. Alleva is the award-winning author of horror, sci-fi, thrillers, and fantasy books. He's also a psychotherapist. You can listen above or on your favorite podcast app or read the notes and links below. Here are the highlights and the full transcript is below. Show Notes Why horror puts the human condition on display better than any other genre Emotional trauma as the silent psychological killer most people overlook The pros and challenges of cross-genre writing and finding your audience Practical lessons from running a direct store, including integration and signed-copy fulfilment How a 3 a.m. writing routine keeps the writing separate from the marketing and admin Serialising fiction on Substack, multiple newsletters, and avoiding paid subscriber promotions Why Facebook groups, TikTok Lives, and the three-to-one rule are working right now You can find P.D. at PDAlleva.com or on Substack. Transcript of the interview with P.D. Alleva Jo: P.D. Alleva is the award-winning author of horror, sci-fi, thrillers, and fantasy books. He's also a psychotherapist. So welcome, Paul. PD: Thank you very much. Thank you for having me. This is a great opportunity. I love doing interviews, and I love talking to great people. Jo: Oh, good. Well, first up— Tell us a bit more about you and how you got into writing and being an indie author. PD: So I've been writing since I was a kid, at least second grade and more than likely even before that. I've always had that creative itch. Getting into indie author publishing, I published my first book in 2011. At the time I was also operating my own business, which took up about 24 hours of my time every single day. Then I kind of got through that and sold that in 2016, and I'm like, you know what? The time has come. I'd always written books, poetry, short stories, but never really did anything with them because I just didn't have the time. So in 2017, that's when I really came out and said, all right, the time is now. Indie publishing was doing great. The one good thing I do love about Amazon is they allowed us to come out there and start showing our craft to people. So in 2017, I just started—let's do this. Let's write full time. Let's put books out there. Let's be creative. Let's really get those juices flowing. Plus, I was getting a little bit old, and I was like, now is definitely the time to do this. Since then I've been publishing consistently, and most of my books are horror books, but I dabble. I have a sci-fi series, and I'm starting to get into psychological thrillers too. I've got a new psychological thriller that'll be published in early 2027 called Girl on a Mission. For the most part, I'm definitely into the horror genre—books, short stories, all that good fun stuff. Jo: Right, so a couple of follow-ups. You said you're a bit old. Can you give us what decade you're in at least? PD: Well, I'm 51, so born in 1971. Jo: Oh, there you go. Same age as me. PD: All right, good. See that? So we're going head-to-head there. Jo: I don't think that's old at all. Also, you mentioned you sold your business in 2016. So what was your business before? Because I think business experience is so important. PD: Agreed 100%. So I'm a psychotherapist, and I had owned a treatment centre for mental health and addiction. That was started in 2011, and in 2016 is when it sold. Since then, my wife and I started a private practice. So I still, even to this day—well, about a year and a half ago is when I stopped. I specialise in trauma, PTSD, and addiction. Trauma mostly. Most of my caseload has always been trauma, PTSD, sexual abuse, psychological abuse, war-type trauma. I was doing that mostly individually since 2016 in private practice, and I'll still go into treatment centres and see patients there too, specifically for trauma. About a year and a half ago is when I started wanting to do writing 100% full time. I thought about becoming a professor, maybe going to college, but then I wasn't sure if I wanted to get into that full time, as far as a caseload and school and everything like that. So I decided to just do group therapy, group facilitation, and I've been doing that consistently since then. It may be 15 hours a week. I do love to give back, and to me, it's more what I teach. I specialise in neuro-linguistic programming, bilateral stimulation or EMDR, hypnotherapy, science of mind concepts, psychopharmacology, biological bases of behaviour—which is pretty much how your brain works—ancient wisdom, quantum physics. I do this in a drug addiction treatment centre mostly, also mental health. And of course, just living an addictive lifestyle is traumatic, too, in and of itself. So pretty much I'm teaching them. Behaviour modification is a big part of what I'm teaching during that time. You'll see that, too, if you read my books. There's two things you can figure out from my books. You can figure out how to murder people and get away with it, and two, you can figure out how to overcome trauma as well. The whole “murder people and get away with it” comes from my upbringing. I have a very sorted past, let's put it that way. My upbringing was very different than what most people grow up in. Jo: Oh, can you give us any more than that? Now everyone's like, “Oh.” PD: “What's going on with this guy, right?” So I grew up, let's say, quote unquote, “in an Italian New York family.” Jo: Okay. All right. PD: That might give people ideas, right? Jo: That's going to give people a lot of ideas. PD: If you've ever seen the movie Goodfellas, I kind of grew up in that atmosphere, and with even some of those people too. My family had connections to those people in that movie, which I find very funny. If you watch that movie with me, you get a very different perspective on what's going on in the movie. Jo: Wow. So you're an interesting guy with an interesting background, with a very interesting backstory job as well. Some people are like, “Well, of course he's writing horror because horror is just awful and full of slasher gore and all that.” I often have to say to people who don't read horror, “Look, it's not like that.” Maybe some of it is, sure. But most of it isn't. Could you talk about how reading and writing horror can also be psychologically healthy? How do these worlds intertwine for you? PD: Well, sure. It 100% can be healthy. Especially over the last few years, there's a trend going on out there right now where people are taking their trauma and putting it into a creative process through poems, short stories, and even novels. They're taking their trauma and giving it a face, like a monster, where people are overcoming that monster within the creative process. I always say that horror is the genre that puts on display, better than any other genre out there, the human condition. Why is that? When people are in a terrifying situation, you really see who they are. You get to the heart of the matter of who that person is by putting them in these horrific but undefinable situations where it's like, what are they going to come out as? That real true personality needs to come out, and that courage comes out. That's huge in horror, and I think horror gets such a bad name. Now, I know there's the extreme horror and the splatterpunk, and that has its kind of role too in what I'm saying, but that's where horror is getting its bad reputation out there with the over-the-top type of gore. For the most part, that's a small part of the horror genre. It's a subgenre for a reason. It has its readership, and that's fine. Nothing wrong with it. I read it all the time. I find a lot of joy in it, a lot of excitement. However, for the most part, any horror novel that is not completely with the gore and stuff like splatterpunk can be seen as a psychological thriller, and a lot of psychological thrillers can be seen as a horror novel. Look at books like The Silence of the Lambs, Red Dragon. That's horrific as well, but if you read the novel, it's in there. It just gets that bad rap right now, and it's not all gore. Most horror novels that I read today are psychological horror. It's tame on the gore, and the psychological aspect is there. I always see that psychological aspect—it's like psychological trauma. Most people, even in my industry, when people are out there and you mention trauma, PTSD, they're thinking about sexual abuse, physical abuse, or war-type trauma. The silent psychological one—I once wrote an article called “Emotional Trauma: The Silent Psychological Killer.” The one that's out there is the psychological trauma, the emotional trauma that is widespread. Most people go through that, and it could even be from parent to child, and most people don't understand that that's a traumatic experience. It's like a distortion of reality that you're experiencing that then creates a belief system in your brain, and you're constantly acting out that belief system. That's where the psychological component of horror really comes out. People breaking through that psychological belief system that was created through a traumatic experience by reaching courage and coming out through a horrific situation. Jo: Yes, it really annoys me, because with romance, of course people understand that romance is a huge genre. Something like a small town sweet romance is a world away from the bully romantasy, dark, or mafia. Mafia romance is a really big thing with very dark themes. I'm like, well, how can you understand that romance is a huge genre with all these different subgenres, and not think that horror or thriller or fantasy or sci-fi all have so many different subgenres within them? I personally read a lot of supernatural horror, but rarely the slasher gore kind of stuff. So I'm really glad you said that, and hopefully more people will open up a bit more. I did also want to ask you about what you write. You write all these different things. You write standalone—I mean, often horror is standalone—but you also have some series. How do you balance it? What are the benefits of cross-genre writing, but also the challenges of it? PD: Okay. So obviously I love cross-genre writing. To me, I use fantasy to explain the supernatural elements. I blend mostly a tad of fantasy to help explain the supernatural components in my supernatural novels. When I write sci-fi, specifically sci-fi, that has the fantasy element in it too, but there's also a tad of horror in there as well. It's just who I am. When I grew up, I had a lot of different influences. I had Star Wars on one side, and then I'm watching B-rated '80s slasher films on the other side. Those two mixes just kind of followed me throughout my life, and that's why I like putting them into my novels. As I tell my patients, don't limit yourself. Never limit yourself. If you're just limiting yourself to one genre, you're missing out on so much more that's out there. So I love the blend of mixing genres. It just gets my goat each and every time. It is a challenge though. I remember when I first started getting into indie publishing, I was never big into Facebook and social media up until I started becoming an indie author. Before that, with my type of upbringing, you don't advertise yourself. You don't advertise where you're going. That's a big no-no. So I always had this aversion to social media. I'll tell you a funny story. It was the late 2000s, probably 2006. I was a full-time single father at that time, and I was living in Florida. My family—brothers and sisters-in-law—were living in New York, and my sister-in-law said, “Get a Facebook account so we can see pictures of the kids.” I said, “Oh.” I didn't want to do it, but I said, “Okay,” so I did it. And I'm thinking, looking at this Facebook thing, “How do I put pictures on here?” So I figured out how to put pictures in folders. Then I phone called her, and I'm like, “Okay, so they're on there.” And they're like, “Well, where are they?” I'm like, “I put them in these folders. You can go and look at them.” She's like, “No, you've got to post them.” That to me was like, “I'm not posting pictures of my kids.” That was a big no-no. It didn't click. When I got on there finally in 2016, 2017, I'm like, “Okay, so I need to figure out social media. As an indie author, I need to be on there, so I need to get through this aversion and get on there.” I started noticing how people are so particular with their genres. If they're reading a romance, it had to be very specific with that exact type of romance, and if you deviated from it, they're not going to like it. So that was the challenge. I was like, “All right, number one, I'm not going to dilute myself” and say, “All right, take things out of my writing or out of my novel just so I could cater to a certain type of audience.” I'm like, “I'm not going to do that.” I know with me, myself, as a reader, I'll read everything. I don't limit myself to a specific genre. I'll read psychological thrillers. I'll read romance. I've been doing that all my life. So I'm like, if there's a person like me out there—and look at this, I just met like four other people who also read cross genres—then I know that there's at least another 30,000 people, and I know that at least then there's 300,000, then there's three million people out there. So just write the books that you're writing and find your audience. Now, that takes longer. So you've got to chip away. Chip away. You're going to find readers here and there, and then that reader kind of tells a few people about you, and then you've got a few more readers. Then you keep going, and you go on these Facebook groups, and you do a whole bunch of different things, and then you gather a few more readers. Then they're telling some friends, and then you've got more. The process takes a lot longer, yes, 100% agreed, but I would say be true to yourself and you can never go wrong. Jo: Yes, I agree. I write cross-genre as well, and I've browsed your collection. Golem was the one I was like, “Ooh, yes, I like that one.” I haven't read it yet, it's on my list. I think when you're cross-genre, my people come to my store as well, and it's like, “Okay, I'm interested in lots of things, but this is the one by this author that I'm interested in.” Whereas with other authors who only write one type of thing, then I might not like any of their stuff. So I think there are definitely pros and cons and different ways into our world. I also wanted to ask you about the differences in business. Obviously you ran this treatment centre and there were physical humans on all sides, and now you've got a business as an author. So what have you learned in business from what you used to do and what you do now? PD: Okay. You're right. The treatment centre industry is very different from what I'm doing now, but it's still people. Treat those people right, have integrity. If you say you're going to do something, follow through with it. My word is my bond type of thing. That definitely has fed into the writing and publishing industry that I'm in now in a huge way. Just connecting with people is, to me, the biggest part of it. I mean, treatment centres, you've got to connect with people. When I would market the treatment centre, where would I go? I would go to hospitals, residential facilities, detoxes, and talk to them about my programme and why they should be referring clients there. It's the same thing here. Why should you be reading my books? You get there through interviews like what I'm doing here with you. Other podcasts. You get there by doing Facebook Lives, TikTok. I haven't started TikTok Lives yet, but I actually love that platform. I'm falling in love with it. IG Lives, anything like that where you're talking to people and you're making a connection with those people. Through that, I've gathered so many different types of readers who are like, “Yes, I'll give this book a shot.” And then they read it and they're like, “Hey, this is really good, and I'm going to read another book.” With my books, I have very different books. Golem is my psychological horror novel. It's my slow-burn psychological horror novel, heavily inspired by Frankenstein and the Pygmalion myth. It's my first true horror book that I published. Then there's Jigglyspot and the Zero Intellect, which is inspired by B-rated '80s horror movies and the old grindhouse movies of the '70s, and it's mind manipulation. It's just wild and bizarre. And then The Sleepy Hollow Incident is my Gothic tale—it's like a dark romance mixed in with Gothic horror. So I always try to put something for everyone that's out there. To me, when I'm writing, it's got to be about depth, psychological depth. I always refer to my books to be like peeling layers off a Texas-sized onion. The more you read, the more in-depth you get into not only the characters, but the story. It's just something that comes out of me. It's part of me. That's the way I always have to do it. I always have to put that depth in there. To me, that's good storytelling. When I grew up, I read a lot of classic literature. Yes, Edgar Allan Poe, but also Dante's Inferno, Milton's Paradise Lost, The Hunchback of Notre Dame, the Brontë sisters. Keep going. Ray Bradbury, Ayn Rand, Daphne du Maurier, Shirley Jackson. Those to me are my books that I absolutely love. So there's a sweet science in today's fast-paced, social media type of world in marrying the depth of the old classic literature and the entertainment value that is required today for being an author. There's that sweet science behind it, and I love just hitting that nail on the head every time. Jo: So did you ever pitch traditional publishing, or have you thought about going that way? Because I also find that a lot of horror actually sits very close to literary. Like, I read a lot more literary horror than I do in some of the other genres. PD: Correct. So in the beginning, yes. Not in a long time. I maybe went to a couple of indie publishers, but as far as traditional, the Big Five publishers, I have an aversion to them for a big reason. I know people who have worked in that industry that have told me some pretty bad horror stories about those places. So I haven't sent anything to that type of place in a very, very long time. Maybe close to 20 years. Indie publishers, the small presses, yes, here and there, but even then, I'm always moving at a fast pace. So if I've got a book and I'm sending it out as a query letter, by the time that query letter is even read, I'm almost done publishing. I love that aspect of it. The control of my story, where I know where this character's going. And listen, I've got my beta readers, I've got my ARC readers. They're there to tell me, “Hey, maybe you should change this or change that.” Whether I take that advice or not, of course my editor too, is really up to me. I always put out the book that I know is the one I want to read. And to me, I haven't gone wrong in doing so. I know with traditional publishing, you sometimes get too many thoughts in the pot there. Let's put it that way. Jo: Okay, so coming back to being indie then. You mentioned Amazon earlier, but you have a store where you sell direct. Many authors are doing this now, but it can be a challenge. So what have you found are the pros and cons of your direct store? What's working? Any lessons there? PD: Okay. So I use a place called Big Cartel. They're the platform where the books are on. They're hosting my website, PDAlleva.com. The big challenge was actually just starting it. It was so overwhelming. How do I put this on there? At the time, I've got all these books, so how do I present them? I'm even going to be doing another revamp with it too, because I want better pictures—taking pictures of the books, stuff like that, instead of just having the covers on there. I also have a lot of shirts that I'm selling. So I think the biggest challenge is just getting on there and starting it. Then of course, you've got to learn a whole new platform, and the mechanics, and how people are going to be downloading, and how that's done on an e-book versus a print version of the book. So it's a huge learning curve that you've really got to put your focus on and give it time. What most people like in indie publishing is signed copies. It's a huge part of indie publishing, selling those signed copies. People love a signed copy, and that's primarily what my website is for. You can order signed copies from me. I also use a place called IngramSpark, and they're more like a distributor. They're used by everyone. They've been around for a very long time. Traditional publishing uses them too, and they're just distributing your novel. I'd say about a year ago, maybe two years ago, they started where you can sell your books on discount through them as well. So I have that on my website too, where you're just clicking on the book and you're pretty much going directly to their site and you're buying paperbacks and hardbacks at a discount. That's going well too. For the most part, people are definitely coming to my site because they want the signed copies. A good thing with indie publishing is limited editions, first print copies, special editions. That type of stuff really just takes off. People love to see that, especially in the indie community. You can sell them too. I go to a few different book conventions during the year, and the limited editions are there. Like I said, people love the signed copies. They love being a part of that and getting that signed copy. They treasure it, just like I treasure my books too. I'm not referring to my books that I've written, but books that I have as well. I love my e-reader, don't get me wrong, but I still prefer the physical copy—the paperback, and even more so than the paperback, the hardback. So people love those signed copies, and that's why I created the website, to sell on there for them. Jo: Yes, I mean, we're getting to a point now though where I think some people are questioning the pros and cons of it. For example, you doing the signed copies—I don't do that from my Shopify store because I don't want to hold stock and I don't want to deal with postage. So I only do it when I do a Kickstarter. I've just finished one recently, Bones of the Deep, and I'm going up to the printer, and I'm going to sign a couple of hundred copies and then they do the postage. That's the only way I'm willing to do it because of the pain of getting books to your house, signing them, getting them in the post. So how do you manage that practically? PD: Okay, so the inventory's there. I don't go and sign everything right away. I just keep the inventory. Once somebody buys the book, then I'll pull out the book, log it and all that good fun stuff, sign it, and then ship it out immediately. Here in my country, we get discounts at the United States Post Office because they're books. So they pass that shipping cost over to the reader too, so it's a little bit cheaper for shipping. I'll just take books once or twice a week over to the United States Postal Service and ship those books out. I don't sign them until I actually get that order. Jo: How many do you have in your house? It's the holding stock of all the backlist that is the problem. PD: Ooh, gotcha. All right. That's why I have a two-car garage. But here's the thing, I won't order 500 at a time. I'll order 20 at a time. Jo: Okay. Right. PD: When I see that inventory's getting low, I'll order another 20 at a time. Jo: And you get those from IngramSpark? PD: Correct. When the new one comes out, maybe at that time I'm just selling those, bringing those to conventions that I go to. Or maybe doing a sale on those books at that time to get rid of the inventory so it's not sitting around anymore. Jo: I think that's so important. Then like you mentioned, you do T-shirts or shirts. That is also really hard because of sizing. So is that all print on demand? PD: Yes. So I don't really hold the stock on the shirts. When I get an order, whatever the size is at that time, I go directly to the place and order it. I use a place called Sublimation Station that's here in Orlando. They do great all-over print T-shirts. They're fantastic. I just did one for The Sleepy Hollow Incident. So The Sleepy Hollow Incident is one long story, and it's broken up into four books. Each book has its own. The covers are fantastic. I use a lady named Cherie Foxley. She's a phenomenal cover designer. So the shirts are, like, book one is on the front of one shirt with book two on the back, and then the second shirt is book three on the cover and book four on the back. However, I can customise those. I just did a giveaway in my Facebook group and I let people know I could customise them, and she wanted book one and book four, so I just got that and sent it out to her. Now, if people go ahead and order that on the website, I can just order it right away from them, boom, and that place will get it shipped right then and there. Jo: Right, so they do the shipping. These are all sort of practical things that people need to answer because I feel like sometimes it's like, “Oh, yes, having a direct store is great,” but there's actually quite a lot of work that goes into it, isn't there? PD: There is. There's a lot of work. You're pretty much opening almost like your own brick-and-mortar store at that point. You just don't have walk-in traffic coming in—your traffic is all coming online. So there is a lot to it, but it's worth it. If you're a self-published author or even a small indie press, it's good to have. Because like I said, people love the signed copies. Jo: When you say it's worth it, is it worth it financially or just because you like to serve the customers in that way? PD: Both. Jo: Right. So it is financially worth it for you? PD: Yes. Jo: I was talking to a friend of mine and saying, are you valuing your time in terms of things like taking the books to the post office and stuff like that? Do you find it eats into your writing at all, or do you just manage it all separately? PD: No, I manage it separately. So I'm an early morning riser. I get up at 3:00 in the morning, and that's when I write my books or do editing or brainstorming. I'm about to write a new novella now called The Adam and Eve Story, which is actually based on a little-known CIA shelved book from the 1990s called The Adam and Eve Story as well. So I've been brainstorming that, and I was doing that this morning. I get up at 3:00 a.m. and I do my writing, and by the time the kids are up and by the time the wife is up, it's like 8:00 a.m. is rolling around and I'm pretty much done at that point. Then I have my days. Tuesday I'm completely working from home and I do my thing in the morning, and then the rest of the day is marketing, fulfilling orders, stuff like that. On the days when I'm going to do group facilitation, I'll of course still get up at 3:00 o'clock in the morning, and then I'll plan out the day. I've got an hour between this group and I can go ahead and do that, and I'm already there so it's not a problem. The post office is right around the corner. You kind of figure out all the logistics for yourself. There are some days, like on Monday, I don't facilitate groups until the afternoon, so I've got the whole morning to work on marketing and do other things, and fulfilment. Then of course Saturday's a big day for that too. Jo: Oh, that's good. I feel like people always need to know how to balance their time, but it sounds like you manage, because at 3:00 a.m., as you say, there's not much else to do other than write. You mentioned marketing, and you have a Substack, pdsalternativefiction.substack.com. Talk about that and serialising fiction and how Substack works. Because I feel like a load of people are jumping in but might not necessarily know how it works, especially for fiction. PD: Correct. It is becoming quite popular out there. I think the one before that was Patreon, and Patreon is pretty big for that too, kind of the same thing. I wanted to start something and just get the work out there. I was very interested when Amazon came out a few years ago with what was called Vella. They kind of started that. I was like, “This is kind of cool.” Couple chapters at a time. I'm writing the books anyway, so why don't we kick this off and see how it goes—a type of experiment. I had a lot of fun doing it. I started on October 4th, 2024. I've done four novels so far. One is still going, which is Volume 3 of my Dark Veil serie— that's a sci-fi series. I wrote three other novels. The Hypnotist, which is a thriller, heavy on the sci-fi and a tad of horror in there too. And then I wrote Girl on a Mission, which is my psychological thriller, and then Cat Fight, which is a horror novel—all within that time. I think I finished all three of those novels in January, and then the first week of February they were all pretty much done. Now what I'm doing is, I went paid recently on the Substack. It's like everything else that's out there—chip away, chip away. I fell into that hole where they say, “Hey, we can promote you and get people to sign up for your newsletter.” And I'll be honest with you, don't do it. It's not worth it. You spend money, and what happens is they're what I refer to as dead leads. They don't click. You wind up shuffling them off after three to six months, because they're just not clicking. Everybody gets a star rating, so you know—are they clicking, are they staying on, are they not? So I got rid of pretty much all of those people, and I'll never do that again. It's got to be done organically. That's why when you read my books, especially the new books, towards the end it'll say, “Sign up for my newsletter.” I do more with that newsletter too. If you're on the free tier, every month I do a monthly newsletter, which is just me talking about updates, things going on in the publishing industry, things going on with me. My daughter puts together a weekly Horror and Sci-Fi Chronicles newsletter, which gives what's going on in new releases in the industry—sci-fi, horror, books, movies, television. She does deep dives into industry tropes, historical tidbits, and a weekly quiz. I also do a monthly Terrors and Tales newsletter. I started this last year, and it was a quarterly newsletter. It's other authors who are new, upcoming, never been published before, looking to get published. It's a chance for them to be on the newsletter where they have a flash fiction story or poem or even a short story that I publish for them. It's called the Terrors and Tales newsletter. What happened is I would put out calls for submissions. And a place called Duotrope—I don't even know who these people are, but all of a sudden I got an email from them stating, “Hey, we found that you're looking for submissions, and we posted your link. We hope you don't mind.” I'm like, “No, of course I don't mind.” I got so many submissions from that one link. I'm like, “Okay.” Do I really want to deny people? I'm not like that. I want to help promote other authors. I know what it's like when you're new and upcoming, no matter what age you are, to say, “Hey, here's a platform for you to see your stuff in print.” Obviously, I read through them just to make sure they're up to a certain standard, but for the most part, if you submit, you're getting in there. With Duotrope, I'm like, I have enough here to put out one a month. So in May 2026, the first one goes out, and then I'll have one each month until December, and then who knows? In 2027 I might go back to quarterly. I might get enough submissions to just keep it going once a month. So that's the Terrors and Tales newsletter, and it usually comes out towards the end of the month—the last two weeks. I have nothing to do with it in terms of content. None of my stories are on there. None of my poems are on there. None of my flash fiction. It's all other authors, just for them to see their name in print, see their work in print, share it with their friends, and put something on their resume, and to encourage people to keep reading and keep the craft going. Jo: When you say in print, you don't mean in physical print? PD: Oh, I mean in the newsletter. I'm sorry. Jo: I think that's important, or you're going to get a lot more submissions, and you will need to do publishing contracts and all that kind of thing. I think that's the difficult thing with a Substack newsletter approach—it's difficult to know where to categorise it. Is it marketing? Is it publishing? It's all of these things, I suppose. A bit like this podcast, it's all kinds of things. In terms of Substack actually making money on its own or leading to book sales that make money, do you think it does serve that purpose? PD: I think I've gotten more book sales through it, and also ARC readers who are enjoying the books and giving reviews. As far as the paid tiers, that's kind of a little bit slow, and that's where I'm saying chip away at it. Keep it up there. Keep it going. Over time, you're going to build that type of audience where it's going to be like, “Hey, this is financially feasible for me to continue to do this.” That's the response that I'm getting out there. Jo: Yes. Before, you mentioned you were doing Facebook Lives and you're looking at TikTok, but— Is anything else working for you in book marketing? If people have a few books and they're like, “What is working for book marketing right now?”—what do you recommend? PD: Okay. For me, the thing that has made the most sense is making sure the reader knows the book is out there through some sort of social media. I've had really good success on TikTok since the beginning of this year especially. I started it about a year ago, year and a half ago, but then my father got sick and passed away, and it was a new venture and I put it off to the side. I really got the flavour going at the beginning of this year. February, March of this year. It seems to be going really well, and I've noticed an uptick in sales from just getting the videos out there and getting it in front of people's eyes. There's an event I'm going to in August called ShiverCon, which is a pretty big event. After that event, I'm going to look to see what type of inventory I have left over from the event, and I'm going to start doing TikTok Lives. I'm very comfortable being on camera. So I'm like, “Yeah, that seems like a good way to go.” I know there's a few other horror authors who are doing it and having good success with TikTok Lives as well. A guy named Jason Davis is doing really well with TikTok Lives, and a few other authors too. I'm like, “Yes, I could definitely do that.” I want to get up to a certain number of people, and I want these events. I'm going to one in July, and then ShiverCon in August. Once those are done, I'm going to have more time to do the TikTok Lives. As far as Facebook is concerned, what I've had really great success with on Facebook is being in the groups and meeting other authors. That's not always about my book per se, but whatever books I'm reading, I'm posting my reviews about those books in those groups and meeting readers. Then obviously, they always say the three-to-one rule. Post about three different books and then post about your own book, whether you're doing a sale or a new release or a re-release or whatever. I've found success through that just by interacting with readers. When they post a book, I'll comment, “Hey, I've read that book,” or, “Hey, that book looks really cool. I like the review.” Commenting on it so you start these relationships with people who are out there in these Facebook groups. I've recently started my own Facebook reader group. I kind of go with the same thing. Last night, we did a live reading for another author. I like other authors to be on there. I always like to think, what does the reader need? What do I want to see as a reader? I would love to hear live readings from authors. So I kind of learn about them, learn about the book, and get a live reading. To me, that's a good way to go. So I started that recently, and it seems to be going well. I've got a new folk horror coming out soon, and I put out a call for ARC readers and got a fantastic response from that. That kind of drives the sales anyway, because when you get those reviews, then people see it gives credibility to the book, and then other people see it, and then they're buying it too. So that comes from the groups. There's so many wheels to spin in this industry as an indie author when you're doing this, especially when you're doing 99% of it on your own. You've got to get out there. No one's going to know your book exists if you don't get out there and tell somebody about it. Jo: Brilliant. Well, tell us— Where can people find you and your books online? PD: All right. Perfect. So obviously I'm on Amazon like everyone. Most of my books are worldwide, so you'll find them in Barnes & Noble as well. And of course, if you want the signed copies or discount print books, I always lead people straight to my website, PDAlleva.com. Then, of course, if you go to my Substack, you'll get all the updates, and you'll get all the links to purchase or find out where they are on Amazon and Barnes & Noble and things like that too. Jo: Brilliant. Well, thanks so much for your time, Paul. That was great. PD: Thank you very much for having me. It was great chatting with you. The post Writing Cross-Genre, Selling Direct, And Serialising On SubStack With P.D. Alleva first appeared on The Creative Penn.

Have you ever woken up with a racing heart, a tight chest, or a sudden, overwhelming sense of dread? Whether it hits at 3:00 AM or in the middle of a Tuesday meeting, a panic attack can feel like a medical emergency. In today's episode, we deconstruct the physiology of panic and provide you with the clinical tools to outlast the wave and return to calm.I'm Martin, a clinical hypnotherapist and former paramedic. Having sat with many people in the midst of a physical crisis, I'm here to tell you: your heart is not failing—it is protecting you.Time Chapters00:00 – Identifying the "Full Body Panic Signal" 01:10 – Meet Martin: From Paramedic to Hypnotherapist 02:00 – The Physiology of Panic: Why Adrenaline Makes Your Chest Tight 03:15 – The 3-Minute Rule: Understanding the Biological Half-Life of Adrenaline 03:45 – The "Brake Cable" Breath: Guided Physiological Sigh 05:05 – Shoreline Visualization: Watching the Wave Break 07:45 – Grounding Affirmations for Lasting Calm 08:50 – 3 Daily Caring Tips for Panic Recovery 10:40 – Final Thoughts: Coming Back to the Present Affirmations for Panic RecoveryLet these words land in your body to help signal to your nervous system that the "emergency" is over:“This is a panic attack; I am not in danger.” “My heart is strong; it is working to protect me, not hurt me.” “Adrenaline is clearing from my body with every breath I take.” “The wave is already breaking; I am already returning to calm.” “I have survived every panic attack before this, and I will survive this one too.” 3 Daily Caring TipsName It to Tame It: When symptoms start, say "This is a panic attack" out loud. This shifts brain activity to your prefrontal cortex, the rational side of your mind.Don't Leave the Room: Avoid the urge to flee. Staying in the location teaches your brain that the environment is actually safe, updating your internal "safety map".Rest After, Not Instead Of: A panic attack is physically exhausting. Treat yourself with kindness afterward—hydrate, move gently, and allow for quiet time.A Note From MartinIf you're tired of just "surviving" these moments and are ready to stop them at the source, I invite you to join me for my Anxiety Circuit Breaker Course. It features five focused hypnotherapy sessions designed to help you reclaim your life from the clinical roots of anxiety.You don't have to walk this path alone. You are capable, resilient, and stronger than your anxiety knows.Join the community at calminganxiety.fm In everything you do today, my friend, be kind.

Brendan Schaub is a former UFC heavyweight fighter turned entrepreneur, podcaster, content creator, and media personality. Best known as co-host of The Fighter and The Kid, Brendan has continually reinvented himself throughout his career, transitioning from professional sports to comedy, podcasting, and multiple business ventures. In this episode, Brendan shares hard-earned lessons on pursuing work you genuinely enjoy, embracing difficult challenges, and building a loyal audience by staying consistent and serving a specific niche. On this episode we talk about: Why the best businesses often start with genuine passion rather than profit Knowing when to walk away from something you're good at but no longer enjoy The value of putting yourself in challenging environments that force growth Treating your podcast and content like a professional media company Why niche audiences often generate more revenue than massive audiences Top 3 Takeaways The most sustainable businesses are built around things you genuinely enjoy and would do even if there wasn't an immediate financial reward. Success often comes from placing yourself in difficult rooms where you're challenged to grow rather than staying comfortable as the biggest fish in a small pond. A smaller, highly targeted audience can be significantly more valuable than a large, general audience when it comes to monetization and business opportunities. Notable Quotes "Never start something just for the money. Start something because you'd do it for free." "Just because you're good at something doesn't mean you have to do it." "Treat your podcast like you work for ESPN." Connect with Brendan Schaub: Instagram: https://www.instagram.com/brendanschaub YouTube: https://www.youtube.com/@ThicccBoy A Word from Our Sponsors: - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

Read my new book, "The Price of Becoming." www.LearningLeader.com/Becoming This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Scott Harrison is the founder and CEO of charity: water, a non-profit that has raised over a billion dollars and funded tens of thousands of water projects to bring safe drinking water to millions. He previously spent a decade as a New York City nightclub promoter before a dramatic career shift led him into humanitarian work. Key Learnings Scott started a charity: water with $20 from a birthday party. Then $15,000... Twenty years later: over a billion dollars raised, 21 million people served. He says it should be 10 to 100 times more. The cure for water already exists. We're looking for water on Mars while 700 million people drink dirty water on Earth. We solved this hundreds of years ago. We just haven't implemented it. 25% of the money sitting in American donor-advised funds would give every human on Earth clean water. That's parked philanthropic capital. Already tax-benefited. Just waiting. The goal is always 10X what you're doing. If we raised a million last year, we want ten this year. If we raise $100 million, we should raise a billion. The opportunity is always orders of magnitude larger than the moment. Show, don't bullet. Scott shows 210 photos in a 45-minute keynote. No PowerPoint. Single images. A story unfolds frame by frame. Be early to the technology. First charity on Instagram. First to hit a million Twitter followers. First to use VR. The question is always the same: how does this new thing further the mission? The 100% model: solve for the cynic.  Public donations go to one bank account that funds only water projects. Overhead is raised separately from entrepreneurs and business leaders. Then track every donation to a specific village. Don't be mid. Scott's 11-year-old daughter says nobody wants to be mid. Excellence is a core value. There's a lot of mid out there. Design everything. The fact cover sheet. The PowerPoint. The website. The package. "We're always dating." If the message comes in an ugly package, you're at a disadvantage before you start. Treat the donor like a Michelin three-star guest. If a restaurant can think that carefully about a meal, you can think that carefully about a donor who can save a million lives. The Goldman Sachs partner who changed Scott's paradigm. Before making an eight-figure ask, Scott asked a partner: "How does it feel when people ask for a lot more than you expected?" The expected answer was irritated, offended, put off. The actual answer: "I feel flattered that they think I would be that generous." People are generous. The well is there. You just have to drill deep enough. Scott has spent 20 years asking for too little. That might be his next obsession. People give to people, not causes. A dynamic leader who transfers their enthusiasm gets the donation. The cause doesn't. Most of the donations Scott and his wife give are to people, not topics they were already passionate about. Talk 10% of the time. When Scott meets a donor for the first time, he wants to know their whole life story. Their marriage. Their kids. What they wanted to be when they grew up. Be genuinely curious or don't bother. Hire for integrity, humility, curiosity, and energy... 16,000 applicants for 36 roles last year. Energy matters most. Someone who can get you fired up about pickleball, Patagonia, or a new running shoe is exactly who you want on the executive team. The dinner test for hiring: Can you imagine having this person at your home for two hours at dinner? And wanting to keep them for another hour? Get the whole life story. Scott wants the arc from the beginning to the present in an interview. If someone can't tell their own story coherently, they probably don't know themselves yet. The 11-year-old with the piggy bank. He told his parents he was going to fund a whole village. They told him to set a realistic goal. He went knocking on doors. He came back with $10,000. Scott's experience lab in Nashville. A 60-minute immersive tour. A 100-degree room with a treadmill where you carry a 40-pound water vessel. Microscopes that show you parasites. A VR film that ends in celebration. The "give shop," not the gift shop. 53% of visitors donate. 10,000 visitors. $3.9 million raised in year one. Scott's champagne moment: a single billionaire who picks water. The water sector doesn't have one. Republicans and Democrats agree on it. Atheists and people of faith agree on it. Everyone has to drink. Reflection Questions What is the 10X version of your current goal? Where are you asking for too little because the smaller ask felt safer? Who in your work or life is the Michelin three-star guest, the customer, donor, or partner who deserves your most thoughtful experience design?  When was the last time you went 10% talking, 90% genuinely curious about someone else's story?  More Learning:  #290: Scott Harrison – Redemption, Compassion, & The Transformative Power Within Us #680: Scott Galloway - Don't Follow Your Passion, Follow Your Talent #682: Will Guidara - Adversity is a Terrible Thing to WasteAudio Chapters 00:00 The Price of Becoming - Pre-Order Now! 01:18 Welcome Back, Scott Harrison 02:56 From a $20 Bill to Over $1 Billion Raised 04:59 Why the Goal Should Always Be 10X (or 100X) 07:54 Storytelling: How to Get People to Care About a Problem They Don't Feel 10:30 Being Early to Instagram, Twitter, and VR 16:10 Radical Transparency: The Bank Account That Built Trust 19:51 The Beauty of a Healthy Obsession 21:22 Drilling Deep for the Artesian Wells of Generosity 25:04 What It Feels Like in the Room When Generosity Breaks Through 27:01 "Nobody Wants to Be Mid." 30:56 Design Everything: We're Always Dating 32:13 Treat Your Donor Like a Michelin Three-Star Guest 35:39 Selling With Integrity: Talk 10%, Listen 90% 39:15 16,000 Applicants for 36 Jobs: What Scott Looks For 43:12 The Power of Vulnerability in Hiring 45:39 Inside the Nashville Experience Lab 50:34 The Champagne Question: A Billion-Dollar Vision 52:10 The 11-Year-Old Who Raised $10,000 Door-to-Door 54:25 EOPC  

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kurt Farquhar. Television & Film Composer, Founder of Fall Crop Productions and True Music ProNotable Credits: The King of Queens, Girlfriends, The Parkers, Being Mary Jane, The Proud Family, The Neighborhood, Black LightningAwards: 10 BMI AwardsTenure: 38+ years in television Purpose of the Interview The purpose of this interview is to educate and inspire creatives, entrepreneurs, and professionals about longevity, adaptability, and wealth-building behind the scenes. Kurt Farquhar’s journey highlights how sustainable success comes from mastery of craft, relationship-building, and treating creativity as a business—not chasing visibility or fame. Rushion McDonald uses Kurt’s career as a blueprint for: Building mailbox money through residuals Staying relevant across decades of industry change Monetizing intellectual property Leveraging relationships to sustain opportunity Core Themes Discussed Longevity vs. “getting on” Behind-the-scenes success Residual income (“mailbox money”) Adaptability in changing industries Creative originality Relationship capital Diversifying income through ownership Treating art like a business Key Takeaways 1. Staying In Is Harder Than Getting In While many focus on breaking into the industry, Kurt emphasizes that lasting success requires constant reinvention. “The continuing it for the 30-plus years has been way harder than the getting in in the first.” Insight: Longevity requires discipline, humility, and evolution. 2. Behind-the-Scenes Roles Can Be More Sustainable Kurt chose composing over performing, allowing him to age into his career rather than age out of it. “In television and film… all I’ve got to say is John Williams is in his 90s and still composing.” Insight: Choose lanes that allow long-term relevance and recurring income. 3. Residual Income Is Real Wealth Rushion and Kurt discuss “mailbox money”—recurring payments from past work. “If you just had the mailbox money for King of Queens, you’d be fine.” Insight: True financial freedom comes from owning work that keeps paying. 4. Adaptability Is Non‑Negotiable Kurt has survived massive industry shifts—from analog tape to digital production—by embracing change. “Sustain that good idea, change it, polish it up, and mold it for the changing times.” Insight: Talent without adaptability becomes obsolete. 5. Originality Comes From Listening, Not Forcing a Style Kurt avoids creative stagnation by serving the story, not his ego. “I don’t come in every day trying to force the singular style I’ve done for 38 years.” Insight: Longevity depends on collaboration and humility. 6. Relationships Are Career Currency Kurt credits long-term success to consistently showing up for people—before they’re powerful. “If you only call someone once you read they’ve got something coming up, it’s already too late.” Insight: Relationships built without agenda produce lasting opportunity. 7. Saying “Yes” Creates Opportunity Kurt embraces what he calls the power of yes. “I figure I can say yes more than you and end up making more and doing better.” Insight: Opportunity favors those who remain open, prepared, and professional. 8. Ownership Multiplies Creativity Into Business Kurt built True Music Pro, a licensing library used across major networks and streaming platforms. “I realized companies were licensing more of my music than I was… so I built my own library.” Insight: Ownership turns talent into scalable income. Notable Quotes “The journey to stay in is harder than the journey to get in.” “Treat it like a business and it might treat you in kind.” “I do my job, I do it the best I can, and I move on to the next one.” “Character is character. Relationships matter.” “That success doesn’t happen by accident. It happens with care.” Overall Impact of the Interview This interview serves as a masterclass on creative longevity and wealth-building without celebrity dependency. Kurt Farquhar’s story reframes success as: Consistent excellence Relationship stewardship Business ownership Adaptability across generations It is especially powerful for: Creatives seeking sustainable careers Entrepreneurs building IP-based businesses Professionals navigating long-term relevance Anyone pursuing “quiet wealth” over public fame #SHMS #STRAW #BEST #AMISee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kurt Farquhar. Television & Film Composer, Founder of Fall Crop Productions and True Music ProNotable Credits: The King of Queens, Girlfriends, The Parkers, Being Mary Jane, The Proud Family, The Neighborhood, Black LightningAwards: 10 BMI AwardsTenure: 38+ years in television Purpose of the Interview The purpose of this interview is to educate and inspire creatives, entrepreneurs, and professionals about longevity, adaptability, and wealth-building behind the scenes. Kurt Farquhar’s journey highlights how sustainable success comes from mastery of craft, relationship-building, and treating creativity as a business—not chasing visibility or fame. Rushion McDonald uses Kurt’s career as a blueprint for: Building mailbox money through residuals Staying relevant across decades of industry change Monetizing intellectual property Leveraging relationships to sustain opportunity Core Themes Discussed Longevity vs. “getting on” Behind-the-scenes success Residual income (“mailbox money”) Adaptability in changing industries Creative originality Relationship capital Diversifying income through ownership Treating art like a business Key Takeaways 1. Staying In Is Harder Than Getting In While many focus on breaking into the industry, Kurt emphasizes that lasting success requires constant reinvention. “The continuing it for the 30-plus years has been way harder than the getting in in the first.” Insight: Longevity requires discipline, humility, and evolution. 2. Behind-the-Scenes Roles Can Be More Sustainable Kurt chose composing over performing, allowing him to age into his career rather than age out of it. “In television and film… all I’ve got to say is John Williams is in his 90s and still composing.” Insight: Choose lanes that allow long-term relevance and recurring income. 3. Residual Income Is Real Wealth Rushion and Kurt discuss “mailbox money”—recurring payments from past work. “If you just had the mailbox money for King of Queens, you’d be fine.” Insight: True financial freedom comes from owning work that keeps paying. 4. Adaptability Is Non‑Negotiable Kurt has survived massive industry shifts—from analog tape to digital production—by embracing change. “Sustain that good idea, change it, polish it up, and mold it for the changing times.” Insight: Talent without adaptability becomes obsolete. 5. Originality Comes From Listening, Not Forcing a Style Kurt avoids creative stagnation by serving the story, not his ego. “I don’t come in every day trying to force the singular style I’ve done for 38 years.” Insight: Longevity depends on collaboration and humility. 6. Relationships Are Career Currency Kurt credits long-term success to consistently showing up for people—before they’re powerful. “If you only call someone once you read they’ve got something coming up, it’s already too late.” Insight: Relationships built without agenda produce lasting opportunity. 7. Saying “Yes” Creates Opportunity Kurt embraces what he calls the power of yes. “I figure I can say yes more than you and end up making more and doing better.” Insight: Opportunity favors those who remain open, prepared, and professional. 8. Ownership Multiplies Creativity Into Business Kurt built True Music Pro, a licensing library used across major networks and streaming platforms. “I realized companies were licensing more of my music than I was… so I built my own library.” Insight: Ownership turns talent into scalable income. Notable Quotes “The journey to stay in is harder than the journey to get in.” “Treat it like a business and it might treat you in kind.” “I do my job, I do it the best I can, and I move on to the next one.” “Character is character. Relationships matter.” “That success doesn’t happen by accident. It happens with care.” Overall Impact of the Interview This interview serves as a masterclass on creative longevity and wealth-building without celebrity dependency. Kurt Farquhar’s story reframes success as: Consistent excellence Relationship stewardship Business ownership Adaptability across generations It is especially powerful for: Creatives seeking sustainable careers Entrepreneurs building IP-based businesses Professionals navigating long-term relevance Anyone pursuing “quiet wealth” over public fame #SHMS #STRAW #BEST #AMISupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kurt Farquhar. Television & Film Composer, Founder of Fall Crop Productions and True Music ProNotable Credits: The King of Queens, Girlfriends, The Parkers, Being Mary Jane, The Proud Family, The Neighborhood, Black LightningAwards: 10 BMI AwardsTenure: 38+ years in television Purpose of the Interview The purpose of this interview is to educate and inspire creatives, entrepreneurs, and professionals about longevity, adaptability, and wealth-building behind the scenes. Kurt Farquhar’s journey highlights how sustainable success comes from mastery of craft, relationship-building, and treating creativity as a business—not chasing visibility or fame. Rushion McDonald uses Kurt’s career as a blueprint for: Building mailbox money through residuals Staying relevant across decades of industry change Monetizing intellectual property Leveraging relationships to sustain opportunity Core Themes Discussed Longevity vs. “getting on” Behind-the-scenes success Residual income (“mailbox money”) Adaptability in changing industries Creative originality Relationship capital Diversifying income through ownership Treating art like a business Key Takeaways 1. Staying In Is Harder Than Getting In While many focus on breaking into the industry, Kurt emphasizes that lasting success requires constant reinvention. “The continuing it for the 30-plus years has been way harder than the getting in in the first.” Insight: Longevity requires discipline, humility, and evolution. 2. Behind-the-Scenes Roles Can Be More Sustainable Kurt chose composing over performing, allowing him to age into his career rather than age out of it. “In television and film… all I’ve got to say is John Williams is in his 90s and still composing.” Insight: Choose lanes that allow long-term relevance and recurring income. 3. Residual Income Is Real Wealth Rushion and Kurt discuss “mailbox money”—recurring payments from past work. “If you just had the mailbox money for King of Queens, you’d be fine.” Insight: True financial freedom comes from owning work that keeps paying. 4. Adaptability Is Non‑Negotiable Kurt has survived massive industry shifts—from analog tape to digital production—by embracing change. “Sustain that good idea, change it, polish it up, and mold it for the changing times.” Insight: Talent without adaptability becomes obsolete. 5. Originality Comes From Listening, Not Forcing a Style Kurt avoids creative stagnation by serving the story, not his ego. “I don’t come in every day trying to force the singular style I’ve done for 38 years.” Insight: Longevity depends on collaboration and humility. 6. Relationships Are Career Currency Kurt credits long-term success to consistently showing up for people—before they’re powerful. “If you only call someone once you read they’ve got something coming up, it’s already too late.” Insight: Relationships built without agenda produce lasting opportunity. 7. Saying “Yes” Creates Opportunity Kurt embraces what he calls the power of yes. “I figure I can say yes more than you and end up making more and doing better.” Insight: Opportunity favors those who remain open, prepared, and professional. 8. Ownership Multiplies Creativity Into Business Kurt built True Music Pro, a licensing library used across major networks and streaming platforms. “I realized companies were licensing more of my music than I was… so I built my own library.” Insight: Ownership turns talent into scalable income. Notable Quotes “The journey to stay in is harder than the journey to get in.” “Treat it like a business and it might treat you in kind.” “I do my job, I do it the best I can, and I move on to the next one.” “Character is character. Relationships matter.” “That success doesn’t happen by accident. It happens with care.” Overall Impact of the Interview This interview serves as a masterclass on creative longevity and wealth-building without celebrity dependency. Kurt Farquhar’s story reframes success as: Consistent excellence Relationship stewardship Business ownership Adaptability across generations It is especially powerful for: Creatives seeking sustainable careers Entrepreneurs building IP-based businesses Professionals navigating long-term relevance Anyone pursuing “quiet wealth” over public fame #SHMS #STRAW #BEST #AMISee omnystudio.com/listener for privacy information.

Sep 18, 2019Adam and Drew kick things off by revisiting the outrage teased at the end of the previous show, then take a call about why honest conversation so often gets labeled “punching down.” They also react to the controversy over Dave Chappelle's Rotten Tomatoes score and finish with a bizarre case from Idaho's legal system.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.