Podcasts about triaging

Despite advances in epilepsy management, disparities and lack of inclusion of many people with epilepsy are associated with increased morbidity and mortality. Improving awareness and promoting diversity in research participation can advance treatment for underserved populations and improve trust. In this episode, Teshamae Monteith, MD, PhD, FAAN speaks Dave F. Clarke, MBBS, FAES, author of the article “Diversity and Underserved Patient Populations in Epilepsy,” in the Continuum® February 2025 Epilepsy issue. Dr. Monteith is a Continuum® Audio interviewer and an associate editor of Continuum® Audio and an associate professor of clinical neurology at the University of Miami Miller School of Medicine in Miami, Florida. Dr. Clarke is the Kozmetsky Family Foundation Endowed Chair of Pediatric Epilepsy and Chief or Comprehensive Pediatric Epilepsy Center, Dell Medical School at the University of Texas at Austin in Austin, Texas. Additional Resources Read the article: Diversity and Underserved Patient Populations in Epilepsy Subscribe to Continuum: shop.lww.com/Continuum Earn CME (available only to AAN members): continpub.com/AudioCME Continuum® Aloud (verbatim audio-book style recordings of articles available only to Continuum® subscribers): continpub.com/Aloud More about the American Academy of Neurology: aan.com Social Media facebook.com/continuumcme @ContinuumAAN Host: @HeadacheMD Full episode transcript available here Dr Jones: This is Dr Lyell Jones, Editor-in-Chief of Continuum, the premier topic-based neurology clinical review and CME journal from the American Academy of Neurology. Thank you for joining us on Continuum Audio, which features conversations with Continuum's guest editors and authors who are the leading experts in their fields. Subscribers to the Continuum Journal can read the full article or listen to verbatim recordings of the article and have access to exclusive interviews not featured on the podcast. Please visit the link in the episode notes for more information on the article, subscribing to the journal, and how to get CME. Dr Monteith: This is Dr Teshamae Monteith. Today I'm interviewing Dr Dave Clarke about his article on diversity and underserved patient populations in epilepsy, which appears in the February 2025 Continuum issue on epilepsy. So why don't you introduce yourself to our audience? Dr Clarke: Sure. My name is Dr Dave Clarke, as alluded to. I'm presently at the University of Texas in Austin, originating from much farther south. I'm from Antigua, but have been here for quite a while working within the field in epilepsy surgery, but more and more getting involved in outreach, access to care, and equity of healthcare in epilepsy. Dr Monteith: And how did you get involved in this kind of work? Dr Clarke: That's an amazing question. You know, I did it in a bit of a inside out fashion. I initially started working in the field and trying to get access to persons in the Caribbean that didn't have any neurological care or investigative studies, but very quickly realized that persons around the corner here in Texas and wherever I've worked have had the exact same problems, getting access via fiscal or otherwise epilepsy care, or geographically getting access, with so few having neurologists close at hand. Therefore, I started working both on a regional, national, and it transcended to a global scale. Dr Monteith: Wow, so you're just everywhere. Dr Clarke: Well, building bridges. I've found building bridges and helping with knowledge and garnering knowledge, you can expand your reach without actually moving, which is quite helpful. Dr Monteith: Yeah. So why don't you tell us why you think this work is so important in issues of diversity, underserved populations, and of course, access to epilepsy care? Dr Clarke: Sure, not a problem. And I think every vested person in this can give you a different spiel as to why they think it's important. So, I'll add in a few facts pertaining to access, but also tell you about why I think personally that it's not only important, but it will improve care for all and improve what you believe you could do for a patient. Because the sad thing is to have a good outcome in the United States presently, we have over three hundred epilepsy centers, but they have about eight or nine states that don't have any epilepsy centers at all. And even within states themselves, people have to travel up to eight hours, i.e., in Texas, to get adequate epilepsy care. So that's one layer. Even if you have a epilepsy center around the corner, independent of just long wait times, if you have a particular race or ethnicity, we've found out that wait may be even longer or you may be referred to a general practitioner moreso than being referred to an epilepsy center. Then you add in layers of insurance or lack thereof, which is a big concern regardless of who you are; poverty, which is a big concern; and the layers just keep adding more. Culture, etcetera, etcetera. If you could just break down some of those barriers, it has been shown quite a few years ago that once you get to an epilepsy center, you can negate some of those factors. You can actually reduce time to access and you can improve care. So, that's why I'm so passionate about this, because something could potentially be done about it. Dr Monteith: That's cool. So, it sounds like you have some strategies, some strategies for us. Dr Clarke: Indeed. And you know, this is a growth and this is a learning curve for me and will be for others. But I think on a very local, one-to-one scale, the initial strategy I would suggest is you have to be a good listener. Because we don't know how, when, where or why people are coming to us for their concerns. And in order to judge someone, if they may not have had a follow-up visit or they may not have gotten to us after five medications, the onus may not have been on that person. In other words, as we learned when we were in medical school, history is extremely important, but social history, cultural history, that's also just as important when we're trying to create bridges. The second major thing that we have to learn is we can't do this alone. So, without others collaborating with us outside of even our fields, the social worker who will engage, the community worker who will discuss the translator for language; unless you treat those persons with respect and engage with those persons to help you to mitigate problems, you'll not get very far. And then we'll talk about more, but the last thing I'll say now is they have so many organizations out there, the Institute of Medicine or the International League Against Epilepsy or members of the American Epilepsy Society, that have ways, ideas, papers, and articles that can help guide you as to how better mitigate many of these problems. Dr Monteith: Great. So, you already mentioned a lot of things. What are some things that you feel absolutely the reader should take away in reading your article? You mentioned already listening skills, the importance of interdisciplinary work, including social work, and that there are strategies that we can use to help reduce some of this access issues. But give me some of the essential points and then we'll dive in. Dr Clarke: OK. I think first and foremost we have to lay the foundation in my mind and realize what exactly is happening. If you are Native American, of African descent, Hispanic, Latinx, geographically not in a region where care can be delivered, choosing one time to epilepsy surgery may be delayed twice, three, four times that of someone of white descent. If you are within certain regions in the US where they may have eight, nine, ten, fourteen epilepsy centers, you may get to that center within two to three years. But if you're in an area where they have no centers at all, or you live in the Dakotas, it may be very difficult to get to an individual that could provide that care for you. That's very, very basic. But a few things have happened a few years ago and even more recently that can help. COVID created this groundswell of ambulatory engagement and ambulatory care. I think that can help to mitigate time to get into that person and improving access. In saying that, there are many obstacles to that, but that's what we have to work towards: that virtual engagement and virtual care. That would suggest in some instances to some persons that it will take away the one-to-one care that you may get with persons coming to you. But I guarantee that you will not lose patients because of this, because there's too big a vacuum. Only 22% of persons that should actually get to epilepsy centers actually get to epilepsy centers. So, I think we can start with that foundation, and you can go to the article and learn a lot more about what the problems are. Because if you don't know what the problems are, you can't come up with solutions. Dr Monteith: Just give us a few of the most persistent inequities and epilepsy care? Dr Clarke: Time to seeing a patient, very persistent. And that's both a disparity, a deficiency, and an inequity. And if you allow me, I'll just explain the slight but subtle difference. So, we know that time to surgery in epilepsy in persons that need epilepsy surgery can be as long as seventeen years. That's for everyone, so that's a deficiency in care. I just mentioned that some sociodemographic populations may not get the same care as someone else, and that's a disparity between one versus the other. Health equity, whether it be from NIH or any other definition, suggests that you should get equitable care between one person and the other. And that brings in not only medical, medicolegal or potential bias, that we may have one person versus the other. So, there's a breakdown as to those different layers that may occur. And in that I'm telling you what some of the potential differences are. Dr Monteith: And so, you mentioned, it comes up, race and ethnicity being a major issue as well as some of the geographic factors. How does that impact diagnosis and really trying to care for our patients? Dr Clarke: So again, I'm going to this article or going to, even. prior articles. It has been shown by many, and most recently in New Jersey, that if you're black, Hispanic, Latin- Latinx, it takes you greater than two times the time to surgery. Reduced time to surgery significantly increases morbidity. It potentially increases mortality, as has been shown by a colleague of mine presently in Calgary. And independent of that, we don't look at the other things, the other socially related things. Driving, inability to work, inability to be adequately educated, the stigma related to that in various cultures, various countries. So, that deficit not only increased the probability of having seizures, but we have to look at the umbrella as to what it does. It significantly impacts quality of life of that individual and, actually, the individuals around them. Dr Monteith: So, what are some of these drivers, and how can we address them, or at least identify them, in our clinic? Dr Clarke: That's a question that's rather difficult to answer. And not because there aren't ideas about it, but there's actually mitigating those ideas or changing those ideas we're just presently trying to do. Although outlines have been given. So, in about 2013, the federal government suggested outlines to improve access and to reduce these inequities. And I'll just give you a few of them. One of those suggestions was related to language and having more improved and readily available translators. Something simple, and that could actually foster discussions and time to better management. Another suggestion was try to train more persons from underserved populations, persons of color. Reason being, it has been shown in the social sciences and it is known in the medical sciences that, if you speak to a person of similar culture, you tend to have a better rapport, you tend to be more compliant, and that track would move forward, and it reduces bias. Now we don't have that presently, and I'm not sure if we'll have that in the near future, although we're trying. So then, within your centers, if you have trainings on cultural sensitivity, or if you have engagements and lectures about how you can engage persons from different populations, those are just some very simple pearls that can improve care. This has been updated several times with the then-Institute of Medicine in 2012, 2013, they came out with, in my mind, a pretty amazing article---but I'm very biased---in which they outline a number of strategic initiatives that could be taken to improve research, improve clinical care, improve health equity through health services research, to move the field forward, and to improve overall care. They updated this in 2020, and it's a part of the 2030 federal initiative not only for epilepsy, but to improve overarching care. All of this is written in bits and pieces and referenced in the article. To add icing on top, the World Health Organization, through advocacy of neurological groups as well as the International League Against Epilepsy and the AES, came out with the Intersectoral Action Plan on Epilepsy and Other Neurological Diseases, which advocates for parallel improvement in overall global care. And the United States have signed on to it, and that have lit a fire to our member organizations like the American Epilepsy Society, American Academy of Neurology, and others, trying to create initiatives to address this here. I started off by saying this was difficult because, you know, we have debated epilepsy care through 1909 when the International League against Epilepsy was founded, and we have continually come up with ways to try and advance care. But this have been the most difficult and critical because there's social dynamics and social history and societal concerns that have negated us moving forward in this direction. But fortunately, I think we're moving in that direction presently. That's my hope. And the main thing we have to do is try to sustain that. Dr Monteith: So, you talked about the importance of these global initiatives, which is huge, and other sectors outside of neurology. Like for example, technology, you spoke about telemedicine. I think you were referring to telemedicine with COVID. What other technologies that are more specific to the field of epilepsy, some of these monitorings that maybe can be done? Dr Clarke: I was just going to just going to jump on that. Thank you so much for asking. Dr Monteith: I have no disclosures in this field. I think it's important and exciting to think how can we increase access and even access to monitoring some of these technologies. That might be expensive, which is another issue, but…. Dr Clarke: So, the main things in epilepsy diagnosis and management: you want to hear from the patient history, you want to see what the seizures look like, and then you want to find ways in which to monitor those seizures. Hearing from the patient, they have these questionnaires that have been out there, and this is local, regional, global, many of them standardized in English and Spanish. Our colleagues in Boston actually created quite a neat one in English and Spanish that some people are using. Ecuador has one. We have created someone- something analogous. And those questionnaires can be sent out virtually and you can retrieve them. But sometimes seeing is believing. So, video uploads of seizures, especially the cell phone, I think has been management-changing for the field of epilepsy. The thing you have to do however, is do that in a HIPAA-compliant way. And several studies are ongoing. In my mind, one of the better studies here was done on the East Coast, but another similar study, to be unnamed, but again, written out in the articles. When you go into these apps, you can actually type in a history and upload a video, but the feed is not only going to you, it may be going to the primary care physician. So, it not only helps in one way in you educating the patient, but you educate that primary care physician and they become extenders and providers. I must add here my colleagues, because we can't do without them. Arguably in some instances, some of the most important persons to refer patients, that's the APPs, the PAs and the nurse practitioners out there, that help to refer patients and share patients with us. So, that's the video uploads they're seeing. But then the other really cool part that we're doing now is the ambulatory world of EEGs. Ceribell, Zeto, to name of few, in which you could potentially put the EEG leads on persons with or without the EEG technologist wirelessly and utilize the clouds to review the EEGs. It's not perfect just yet, but that person that has to travel eight hours away from me, if I could do that and negate that travel when they don't have money to pay for travel or they have some potential legal issues or insurance-related issues and I could read the EEG, discuss with them via telemedicine their care, it actually improves access significantly. I'm going to throw in one small twist that, again, it's not perfect. We're now trying to monitor via autonomic features, heart rate movement and others, for seizures and alert family members, parents, because although about 100,000 people may be affected with epilepsy, we're talking about 500,000 people who are also affected that are caregivers, affiliates, husbands, wives, etcetera. Just picture it: you have a child, let's say three, four years old and every time they have a seizure- or not every time, but 80% of times when they have a seizure, it alerts you via your watch or it alerts you in your room. It actually gives that child a sense of a bit more freedom. It empowers you to do something about it because you can understand here. It potentially negates significant morbidity. I won't stretch it to say SUDEP, but hopefully the time will come when actually it can prevent not only morbidity, but may prevent death. And I think that's the direction we are going in, to use technology to our benefit, but in a HIPAA-compliant way and in a judicious way in order to make sure that we not only don't overtreat, but at the end of the day, we have the patient as number one, meaning everything is vested towards that patient and do no harm. Dr Monteith: Great. One thing you had mentioned earlier was that there are even some simple approaches, efficiency approaches that we can use to try and optimize care for all in our clinics. Give me what I need to know, or do. Give me what I need to do. Dr Clarke: Yeah, I'll get personal as to what we're trying to do here, if you don't mind. The initial thing we did, we actually audited care and time to care delivery. And then we tried to figure out what we could do to improve that access and time to care, triaging, etcetera. A very, very simple thing that can be done, but you have to look at costs, is to have somebody that actually coordinates getting persons in and out of your center. If you are a neurologist that works in private practice, that could potentially be a nurse being associated directly one-and-one with one of the major centers, a third- or fourth-level center. That coordination is key. Educate your nurses about epilepsy care and what the urgent situations are because it will take away a lot of your headache and your midnight calls because they'll be able to know what to do during the day. Video uploads, as I suggested, regardless of the EMR that you have, figure out a way that a family could potentially send a video to you, because that has significantly helped in reducing investigative studies. Triaging appropriately for us to know what patients we can and cannot see. Extenders has helped me significantly, and that's where I'll end. So, as stated, they had many neurologists and epileptologists, and utilizing appropriately trained nurse practitioners or residents, engaging with them equally, and/or social workers and coordinators, are very helpful. So hopefully that's just some low-hanging fruit that can be done to improve that care. Dr Monteith: So why don't you give us some of your major takeaways to how we can improve epilepsy care for all people? Dr Clarke: I've alluded to some already, but I like counts of threes and fives. So, I think one major thing, which in my mind is a major takeaway, is cultural sensitivity. I don't think that can go too far in improving care of persons with epilepsy. The second thing is, if you see a patient that have tried to adequately use medications and they're still having seizures, please triage them. Please send them to a third- or fourth-level epilepsy center and demand that that third- or fourth-level epilepsy center communicate with you, because that patient will eventually come back and see you. The third thing---I said three---: listen to your patients. Because those patients will actually help and tell you what is needed. And I'm not only talking about listening to them medication-wise. I know we have time constraints, but if you can somehow address some of those social needs of the patients, that will also not only improve care, but negate the multiple calls that you may get from a patient. Dr Monteith: You mentioned a lot already. This is really wonderful. But what I really want to know is what you're most hopeful about. Dr Clarke: I have grandiose hopes, I'll tell you. I'll tell you that from the beginning. My hope is when we look at this in ten years and studies are done to look at equitable care, at least when it comes to race, ethnicity, insurance, we'll be able to minimize, if not end, inequitable care. Very similar to the intersectoral action plan in epilepsy by 2030. I'll tell you something that suggests, and I think it's global and definitely regional, the plan suggests that 90% of persons with epilepsy should know about their epilepsy, 80% of persons with epilepsy should be able to receive appropriate care, and 70% of persons with epilepsy should have adequately controlled epilepsy. 90, 80, 70. If we can get close to that, that would be a significant achievement in my mind. So, when I'm chilling out in my home country on a fishing boat, reading EEGs in ten years, if I can read that, that would have been an achievement that not necessarily I would have achieved, but at least hopefully I would have played a very small part in helping to achieve. That's what I think. Dr Monteith: Awesome. Dr Clarke: I appreciate you asking me that, because I've never said it like that before. In my own mind, it actually helped with clarity. Dr Monteith: I ask great questions. Dr Clarke: There you go. Dr Monteith: Thank you so much. I really- I really appreciate your passion for this area. And the work that you do it's really important, as you mentioned, on a regional, national, and certainly on a global level, important to our patients and even some very simple concepts that we may not always think about on a day-to-day basis. Dr Clarke: Oh, I appreciate it. And you know, I'm always open to ideas. So, if others, including listeners, have ideas, please don't hesitate in reaching out. Dr Monteith: I'm sure you're going to get some messages now. Dr Clarke: Awesome. Thank you so much. Dr Monteith: Thank you. I've been interviewing Dr Dave Clarke about his article on diversity and underserved patient populations in epilepsy, which appears in the most recent issue of Continuum on epilepsy. Be sure to check out Continuum Audio episodes from this and other issues. And thank you to our listeners for joining today. Dr Monteith: This is Dr Teshamae Monteith, Associate Editor of Continuum Audio. If you've enjoyed this episode, you'll love the journal, which is full of in-depth and clinically relevant information important for neurology practitioners. Use this link in the episode notes to learn more and subscribe. AAN members, you can get CME for listening to this interview by completing the evaluation at continpub.com/audioCME. Thank you for listening to Continuum Audio.

We discuss an 0day that was dropped on Parallels after 7 months of no fix from the vendor, as well as ZDI's troubles with responses to researchers and reproducing bugs. Also included are a bunch of filesystem issues, and an insanely technical linux kernel exploit chain.Links and vulnerability summaries for this episode are available at: https://dayzerosec.com/podcast/274.html[00:00:00] Introduction[00:00:12] Training: Attacking Hypervisors[00:01:03] Dropping a 0 day: Parallels Desktop Repack Root Privilege Escalation[00:24:48] From Convenience to Contagion: The Half-Day Threat and Libarchive Vulnerabilities Lurking in Windows 11[00:30:19] Exploiting LibreOffice [CVE-2024-12425, CVE-2024-12426][00:46:47] Patch-Gapping the Google Container-Optimized OS for $0Podcast episodes are available on the usual podcast platforms: -- Apple Podcasts: https://podcasts.apple.com/us/podcast/id1484046063 -- Spotify: https://open.spotify.com/show/4NKCxk8aPEuEFuHsEQ9Tdt -- Google Podcasts: https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy9hMTIxYTI0L3BvZGNhc3QvcnNz -- Other audio platforms can be found at https://anchor.fm/dayzerosecYou can also join our discord: https://discord.gg/daTxTK9

LaBossiere Podcast: Read the notes at at podcastnotes.org. Don't forget to subscribe for free to our newsletter, the top 10 ideas of the week, every Monday --------- Keith Rabois is a Managing Partner at Khosla Ventures and the CEO of OpenStore, which acquires small direct-to-consumer businesses. Keith co-founded Opendoor and led the first institutional investments in DoorDash and Affirm. He has early stakes in YouTube, Palantir, Lyft, Airbnb, Eventbrite, and Wish, and also led investments in Faire, Ramp, Trade Republic, and Stripe. He's regarded as one of the greatest early stage investors.Keith began his career in the industry as a senior executive at PayPal and subsequently served in influential roles at LinkedIn and as chief operating officer of Square. As a board member, Keith guided Yelp and Xoom from inception to IPO, and served on the board of Reddit from 2012-2018.0:00 - Intro1:56 - Great Founders and the Bottleneck to Innovation4:35 - Vertical Integration6:24 - The Hollywood Model of Startups7:41 - The “Why Now?” in Company-Building9:50 - Multi-Product Companies10:58 - Iteration and Pivots12:52 - Picking Co-Founders14:51 - Identifying Mispriced Talent17:20 - Attracting Talent20:57 - Assessing Talent24:02 - Doing References25:56 - Closing Hires28:28 - Thinking 6 Months Ahead31:36 - How Long Should You Interview For?33:28 - Creating a Monopoly on Talent35:44 - Raising Capital37:40 - Screening Investors41:21 - Building a Board44:11 - Triaging and Identifying Problems47:59 - Writing vs Editing and Consistent Voice49:34 - Creating Transparency50:50 - Barrels and Ammunition54:55 - Task-Relevant Maturity56:40 - On Delegating59:21 - Measuring Inputs vs Outputs1:02:58 - Underrated Metrics1:05:22 - What Should More People Be Thinking About?

LaBossiere Podcast Key Takeaways  World-class founders are the scarce resource: Every investor is chasing after the 5-10-15 founders a year that have a non-zero probability of rearranging the planet to their willYou either have a superpower, or you don't; you need to be in the top 1% on some dimension or you have no chance of creating the next Nvidia Identify a crack in the world where things are volatile or in transition, and build solutions that address those opportunistic gaps  How to attract talent: Embrace and foster strong cultural principles that can differentiate your company from other companies – and be sure that those principles are authentic The framework for understanding when to promote comes down to whether an employee's growth rate is outpacing the growth of the company  Knowing how much capital to raise: Identify the two or three inflection points that will make the startup successful, then work backward from those and calculate the capital needed to reach each of them The biggest mistake that founders make is that they don't do reference checks on investors Most MBA-esque wisdom is bad: People default to hiring because they want to manage people; new teams get created but nothing new gets done – this creates complacency and makes it challenging to tell the good employees from the bad onesThe job of the CEO is to clarify and simplify the company's initiatives, then strategically allocate resources against those goals – all done in the interest of ensuring a consistent voice It is the CEO's responsibility to disseminate as much high-signal information as possible so that everybody has the same context; doing this increases the probability that more people will naturally arrive at the correct decision Making the decision and deciding that you are going to be successful is more important than the option value of waiting Focus on inputs not outputs: People within your organization won't take sufficient risks if the perception is that results are the only thing that matters Challenge yourself: “You either want to write something worth reading, or do something worth writing about.” – Ben Franklin Read the full notes @ podcastnotes.orgKeith Rabois is a Managing Partner at Khosla Ventures and the CEO of OpenStore, which acquires small direct-to-consumer businesses. Keith co-founded Opendoor and led the first institutional investments in DoorDash and Affirm. He has early stakes in YouTube, Palantir, Lyft, Airbnb, Eventbrite, and Wish, and also led investments in Faire, Ramp, Trade Republic, and Stripe. He's regarded as one of the greatest early stage investors.Keith began his career in the industry as a senior executive at PayPal and subsequently served in influential roles at LinkedIn and as chief operating officer of Square. As a board member, Keith guided Yelp and Xoom from inception to IPO, and served on the board of Reddit from 2012-2018.0:00 - Intro1:56 - Great Founders and the Bottleneck to Innovation4:35 - Vertical Integration6:24 - The Hollywood Model of Startups7:41 - The “Why Now?” in Company-Building9:50 - Multi-Product Companies10:58 - Iteration and Pivots12:52 - Picking Co-Founders14:51 - Identifying Mispriced Talent17:20 - Attracting Talent20:57 - Assessing Talent24:02 - Doing References25:56 - Closing Hires28:28 - Thinking 6 Months Ahead31:36 - How Long Should You Interview For?33:28 - Creating a Monopoly on Talent35:44 - Raising Capital37:40 - Screening Investors41:21 - Building a Board44:11 - Triaging and Identifying Problems47:59 - Writing vs Editing and Consistent Voice49:34 - Creating Transparency50:50 - Barrels and Ammunition54:55 - Task-Relevant Maturity56:40 - On Delegating59:21 - Measuring Inputs vs Outputs1:02:58 - Underrated Metrics1:05:22 - What Should More People Be Thinking About?

Keith Rabois is a Managing Partner at Khosla Ventures and the CEO of OpenStore, which acquires small direct-to-consumer businesses. Keith co-founded Opendoor and led the first institutional investments in DoorDash and Affirm. He has early stakes in YouTube, Palantir, Lyft, Airbnb, Eventbrite, and Wish, and also led investments in Faire, Ramp, Trade Republic, and Stripe. He's regarded as one of the greatest early stage investors.Keith began his career in the industry as a senior executive at PayPal and subsequently served in influential roles at LinkedIn and as chief operating officer of Square. As a board member, Keith guided Yelp and Xoom from inception to IPO, and served on the board of Reddit from 2012-2018.0:00 - Intro1:56 - Great Founders and the Bottleneck to Innovation4:35 - Vertical Integration6:24 - The Hollywood Model of Startups7:41 - The “Why Now?” in Company-Building9:50 - Multi-Product Companies10:58 - Iteration and Pivots12:52 - Picking Co-Founders14:51 - Identifying Mispriced Talent17:20 - Attracting Talent20:57 - Assessing Talent24:02 - Doing References25:56 - Closing Hires28:28 - Thinking 6 Months Ahead31:36 - How Long Should You Interview For?33:28 - Creating a Monopoly on Talent35:44 - Raising Capital37:40 - Screening Investors41:21 - Building a Board44:11 - Triaging and Identifying Problems47:59 - Writing vs Editing and Consistent Voice49:34 - Creating Transparency50:50 - Barrels and Ammunition54:55 - Task-Relevant Maturity56:40 - On Delegating59:21 - Measuring Inputs vs Outputs1:02:58 - Underrated Metrics1:05:22 - What Should More People Be Thinking About?

How should we discern substance from rhetoric in the US President's pronouncements? Andrew Neil, Christiane Amanpour and Lord Darroch attempt to answer the question. Reviewing the papers: Christopher Hope, Christina Lamb and Ben West.

OA1116 - We take stock a few days into the second Trump administration to consider the current state of ICE enforcement, Trump's blatantly unlawful overrule of the recent Supreme Court decision forcing the divestiture of TikTok, and the President's new venture in cryptocurrency. Finally, today's footnote honors the efforts of one person who is doing her part to write history as it happens. Judge John Coughenour's injunction against Trump's executive order on birthright citizenship (1/23/25) SCOTUS decision in TikTok v. Garland (1/17/2025) “Application of Protecting America from Foreign Adversary Controlled Applications to TikTok,” (1/20/2025)  $TRUMP coin price tracker “Enforcement Actions At Or Focused on Sensitive Locations” (original ICE “sensitive locations” memo)(10/24/2011) Final text of the Laken Riley Act (sent to the President 1/24/25) Judge Amy Berman Jackson's order on DOJ's motion to dismiss in U.S. v. Gregory Mijares (1/23/25) Check out the OA Linktree for all the places to go and things to do! If you'd like to support the show (and lose the ads!), please pledge at patreon.com/law!

In this episode of the Pediatric and Developmental Pathology, our hosts Drs. Mike Arnold (@MArnold_PedPath) and Dr. Jason Wang speak with Dr. Philip Katzman of the University of Rochester Medical Center and Jonathan Hecht of Beth Israel-Deaconess Medical Center about their article in Pediatric and Developmental Pathology: Triaging and Evaluation of Products of Conception in Abortions and Post-Partum Hemorrhage Hear their tips for trainees about handling POC specimens, and what is different about first trimester specimens than term placentas.   Featured public domain music: Summer Pride by Loyalty Freak  

Many of our property management business owner clients are focused on hiring or restructuring their teams right now. In this episode of the #DoorGrowShow, property management growth experts Jason and Sarah Hull discuss the most important parts of the hiring process and offer a little bit of “tough love.” You'll Learn [04:39] 1. Finding the right person for the role [11:04] 2. The importance of training your new hire [24:41] 3. Implementing accountability for your team [30:20] Review: what does the initial training period look like? Tweetables “We need to be clear on what results we're expecting.” “Any ambiguity or fuzziness, then you're going to get fuzzy outcomes.” “You cannot ever hire somebody and just say, "now my problems are solved." They're not solved yet.” “If you skip onboarding or if you don't have a very solid onboarding and training process, it's going to cause just so much friction.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Sarah: You cannot ever hire somebody and just say, "now my problems are solved." They're not solved yet.  [00:00:09] Jason: Welcome DoorGrow property managers to the DoorGrow show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing in business and life, and you're open to doing things a bit differently than you are a DoorGrow property manager. DoorGrow property managers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate, high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners, and their businesses. [00:00:53] We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. We're your hosts, property management growth experts, Jason and Sarah Hull, the owners of DoorGrow. Now let's get into the show.  [00:01:11] Sarah: All right. [00:01:11] Let's do it. Before we do anything, we have an announcement for those of you that have not yet heard. Our foster dog Hans has been officially adopted. So we didn't do a podcast since he was adopted. So this is our first podcast that we don't have Hans kind of hanging out in the background. And I miss his little face, but he has an amazing family. [00:01:32] Jason: I miss Hans. I don't- [00:01:35] Sarah: love him so much.  [00:01:37] Jason: I don't miss him chewing my stuff in my office, but I do miss his little face as well. All right. Yes. Yeah, so he's adopted All right So the topic today and if you want to check that out, you can go to doorgrow.Com right at the top. There's dogs click on that see all our stories. Maynard got adopted. [00:01:55] Sarah: Maynard is adopted. Yeah, he now lives in California.  [00:01:59] Jason: This dog was like on death's door multiple times. Well, many times. Now he's living it up with a wealthy dude.  [00:02:06] Sarah: Who just fell in love with him.  [00:02:07] Jason: Guy in California.  [00:02:08] Sarah: Maynard just captured his heart, loved him so much and wanted to provide him an amazing life, so. [00:02:15] Jason: He's got a new name.  [00:02:16] Sarah: He's Bodhi.  [00:02:17] Jason: Bodhi.  [00:02:18] Sarah: Bodhi. So he's now driving around in a convertible in California. That's one of the pictures they put on there. Oh!  [00:02:25] Jason: All right. So  [00:02:25] Sarah: Maynard has a great life now, too.  [00:02:27] Jason: So you can check that out at doorgrow.com/dogs. All right. So our topic today that we're going to be chatting about you said that it came up a few times in You know this week with some of our clients dealing with some new team members We've got we're doing helping a lot of people with hiring right now. [00:02:45] Sarah: Oh my goodness so many. I built so many DoorGrow Hiring accounts in the last week.  [00:02:49] Jason: Yeah, so we're setting up this hiring mechanism and machine and system so that people can have some consistently good hires. But that brings us to kind of the next challenge. So what have you been hearing?  [00:03:00] Sarah: Okay, so one client asked me, he's about to hire. [00:03:05] He's going through the hiring process. So he doesn't have anybody lined up yet, but he's It's about to start this whole process. And he had asked me, "Hey, what about expectations for when they start when they come on?" And specifically this is a BDM. The second instance of this happening this week is a client who has already hired and his BDM is now about 60 days in. [00:03:31] And he sent me a message yesterday and he said, "Hey, listen, I really need to talk with you before the end of the month. I need to make a decision on my team." So I said, okay, let's. Let's figure out what's going on? And he said "yeah, I'm kind of pissed because my BDM is like 60 days in, and last month he didn't do anything at all. And then this month he started like he hasn't closed anything yet," and by he didn't do anything at all, what he means is he didn't close anything.  [00:04:00] Jason: Okay. Not that he wasn't working. No deals yet.  [00:04:01] Sarah: Yeah. Okay. Not that he wasn't working. He was working. And this month now is his 60 day mark and he hasn't closed anything, but he's, you know, making calls and he's starting to, you know, get some things kind of ready and warmed up in the pipeline. [00:04:16] He, he said, "man, should I just let him go? Like, is he just not the right person? I feel like it's 60 days, like, I should see some results at this point."  [00:04:26] Jason: Okay.  [00:04:26] Sarah: So I'd like to, I'd really like to talk about that. And this is going to be, whatever episode this is "Sarah's Tough Love episode." So here it is. [00:04:35] Jason: Got it. Okay, I mean, let's get the basic stuff out of the way, right? First, we need to know that we have the right person. So, we need to know what those expectations are. So, that's where we define that. Usually, we call them R docs, but in this ultimate job description. So, we need to be clear on what we're looking for. [00:04:51] We need to be clear on what results we're expecting. We need to be clear on, you know, what outcomes we're hoping for and they need to be clear on this, right? Like if we're bringing somebody in, they need that clarity. So if there's anyone listening and there's any ambiguity or fuzziness, then you're going to get fuzzy outcomes. [00:05:09] And those aren't good, right? And so there needs to be at least, and you need to be on the same page. Literally, the way we do that is with a page called an RDoc. And so you make sure you're on the same page. And all those young Gen Z people, notice how I used the word literally, correctly like it's an actual page. [00:05:28] Sarah: I was just thinking that.  [00:05:29] Jason: Stop saying the word literally. It drives me fucking nuts. So, all right.  [00:05:33] Sarah: Literally.  [00:05:34] Jason: I literally, like if, yeah, nobody's confused about it being figurative, then don't, you don't need to say the word.  [00:05:41] Sarah: I literally died yesterday when I read that text.  [00:05:43] Jason: No, you would be dead. [00:05:45] You would actually be dead. All right. So, Now the next piece is we need to make sure we've got a person that fits that job description, right? They actually are the right personality. Well, let's talk about the three fits real quick. They have to match all three or they're not going to be a good BDM. [00:06:01] Sarah: Or it's never going to work out. And it doesn't matter if it's a BDM, an operator, a property manager, an assistant, a maintenance coordinator. It doesn't, name the role, doesn't matter.  [00:06:10] Jason: So, first, they have to be the right personality for the job or they'll never be great at it. They'll never be motivated to do it. [00:06:18] You bring in somebody to be a BDM, for example, and they're not the right personality to go out and want to talk to people and connect with people and network and that's not fun for them, they're always going to resist it. They're going to avoid it. They're going to do a bunch of time wasting stupid activities They're going to train everything else other than what really should be done, which is to go connect with people and have conversations. So they're going to be like "well I'm trying some marketing thing and i'm trying this thing and like and-"  [00:06:47] Sarah: "I sent 5,000 emails I don't know why none of them came back." [00:06:51] Jason: "We did direct mail to, like, 7,000 owners." [00:06:56] Sarah: I've heard that and it's because this is a true example. "I sent 5,000 emails." [00:07:00] Jason: Yeah.  [00:07:01] Sarah: So essentially you did nothing. That's great. Right. Good to know.  [00:07:05] Jason: Yeah.  [00:07:05] Sarah: Thank you.  [00:07:06] Jason: Lots of emails, right? So. So,  [00:07:09] Sarah: you know how many junk emails we get in a day? What happens when you get junk email? [00:07:13] Do you open it? Do you read it? Do you respond to it? No. That's what you just did to somebody else.  [00:07:19] Jason: Yeah. It lacks depth. All right. So we can get into tactics later, but they need to match the personality for the role. Which means they would love succeeding at this. They would love doing it. They would enjoy it. [00:07:32] They get some fulfillment out of it. And so that's personality fit. They need to be the right the right culture fit, which means they need to actually believe in your business and in you and in the product. They have to believe in this. You cannot sell effectively if you lack belief. And that goes for everybody on the team. [00:07:53] Like, if your operator isn't a believer in you or the business, they're not going to want or care to make sure that it runs well for you. If your executive assistant isn't, you know, a believer in you or shares your values, they're never going to do things in a way that makes you feel safe or that you trust them. [00:08:09] Cultural fit means they do it the way that you would want it done, that they share your values. The big clue we talked about this at our last jumpstart event where we had clients and somebody had a team member. And I just asked, I said, well, do you feel better when they're around? [00:08:25] Do you feel calmer when they're around? And they were like, no, I'm like, yeah, then they got to go.  [00:08:30] Sarah: He said, oh, well, a lot of our communication we do over the phone because that's better.  [00:08:36] Jason: Because there's such a high degree of conflict.  [00:08:37] Sarah: Jason says, better than what? Awful?  [00:08:40] Jason: Yeah, and then he laughed. [00:08:41] Everybody laughed in the group and he was like, well, yeah.  [00:08:44] Sarah: Well, I can't talk to this person in person. I can't be around them. Because when we're around each other, there's too much conflict. It's just too, it gets, yeah, it gets too feisty. Well, that's not good.  [00:08:55] Jason: Yeah, that means that person's not a good fit for that person for that particular client. [00:09:00] Sarah: And let's be clear. It doesn't mean that there's anything wrong with this particular person. No, it doesn't make them a bad person It doesn't mean, you know, all the they'll never succeed No, it just means that they are better suited in a different environment That's all. It means not everybody like when you're dating, you don't want to date everybody. You want to date people that you like generally and there are certain people that you like and there are certain people that you just don't mesh well. The businesses work the same way.  [00:09:31] Jason: Yeah. They've got to match your values. Because regardless you get somebody that's amazing BDM, for example, or an amazing operator for your business, they don't share your values, you'll never trust them. Like you just can't. And then the third fit is skill fit. So they have to have the skill or the ability or the intellectual capacity to learn and develop this skill quickly. And so if they don't, then you'll invest a bunch of energy into trying to train them and they're just too stupid to get it. [00:10:01] Or they just can't figure it out or maybe you hire somebody and they've got bad habits or they can't adapt. So they need to have that skill fit. They got to be all three or they're not going to be a good fit. So let's assume if we've helped them with DoorGrow Hiring, we focus on these three fits. [00:10:18] We have a whole hiring mechanism. Make sure these generally go well.  [00:10:22] Sarah: Yeah. So I can tell you, I don't think that's any of those are the problem.  [00:10:26] Jason: This person. Yeah. So in these situations, the person is the right fit. Yeah, usually that's the problem is they're not even getting the right person. [00:10:33] Most of y'all doing hiring, you're playing Russian roulette hiring and you don't have good fits.  [00:10:38] Sarah: Or it's, oh, this person had the experience and they came from such and such a Yeah, we hear that all the time.  [00:10:43] Jason: Yeah. Well, they're so experienced, and you feel uncomfortable around them and you don't trust them. [00:10:50] Yeah. So let's assume that, you know, with our clients, we've helped them find people that match the three fits. So now we're past that hurdle, that's very typical for most people, well, now, if it's not them, then who is it?  [00:11:04] Sarah: Okay. So here's where the tough love comes is. This is always my question. [00:11:08] And I'm very, very particular about what happens when you hire someone. You cannot ever hire somebody and just say, "now my problems are solved." They're not solved yet. I know it feels like you've gotten through it and now things are better and you should just be able to rely on that person. You're not there yet. [00:11:33] You will be. But you're just not, you're getting closer. You're just not fully there yet. And this is what happens a lot of times and they go, "Oh, okay, so I know I need to train this person and then I'll probably train them for like a week or two and then they'll just be good." [00:11:48] Absolutely not. So especially with a new person and it doesn't matter. Here's the other thing that I hear all the time, especially when somebody has the experience. Oh, well, you know, they have a sales background. They know how to sell. Great. They don't know how to sell for you. They don't know how to sell what you've got. [00:12:05] They don't know how to sell your values and your mission. They don't know how to sell that yet. They don't quite know. So you can take any salesperson in the universe and plug them into your business. Do they have the skill? Yes. Do they have the experience? Of course, but they still have to be trained. So having the experience does not mean "Oh, I don't have to train them," or, "oh, I don't have to train them as much." [00:12:32] You still have to train them a lot. There is a lot of training. And I hate to break it to you, but your life when you hire gets worse. So your life is bad, you know you need to hire, then you hire somebody, your life is now worse for a short period of time. The reason being is everything that you were doing, you still have to do it, and in addition, you now have to train somebody. So nothing has changed except that you just added another responsibility for yourself for the next 30 to 90 days. And there is no way around that with hiring. So if you hire and you fail the train, it is probably not going to work out. They will not get the results. [00:13:16] They will be frustrated. You will be frustrated. And at some point, you will get back into the cycle of, "Oh, well, now I guess I have to hire again." And then you live in hell forever. And it's not a good place to be.  [00:13:31] Jason: Yeah, so unless you hire somebody that is an amazing 'who,' right? There's a book called Who Not How it's a great book. [00:13:40] Unless you hire an amazing 'who,' like you bring in somebody, they're a sales trainer and an expert closer, and they've had tons of success and they can teach other people's sales, then I think, in any role, you have to assume you need an assumption that they're going to do it wrong. You have to start with that foundational assumption that they're going to do everything wrong. [00:14:01] If I hired an operator cold, they're doing it wrong, that I need them to install my operational system. If they are coming in as a salesperson in the business, I know they've been trained poorly because most sales training out there doesn't work anymore. There's a new model and a new way of selling and all the old stuff. [00:14:20] All the salesy guys that are sales trainers and sales coaches largely out there that push. Doesn't work anymore. It's outdated. And we don't push that stuff at DoorGrow. We've had to shift how we sell and we teach clients differently, even in the last year. And so my assumption is that they're going to do it wrong, but. [00:14:40] What I do assume is if they've done it well before, they have the ability to learn it. They have the ability to be a good operator. They have the ability to be a good BDM. But there needs to, you can't assume because they have done it before, that you're just going to rely on them to do it.  [00:14:56] Sarah: It's not plug and play. [00:14:58] "I hired them now they're just going to go do it and they're going to sell a bunch of stuff for me." No.  [00:15:02] Jason: Right. You're always going to be disappointed with most everybody if you come in with this assumption and they're going to feel unsupported and untrained and frustrated.  [00:15:13] Sarah: And they will inevitably either quit or get fired.  [00:15:16] Jason: Yeah, they'll go find a better situation.  [00:15:18] Sarah: No matter what, it will not work out. So here's a good moment to talk about Vendoroo.  [00:15:25] Jason: We'll talk in just a minute. We're going to talk about the onboarding and then some of the next steps that are really important. But quick word from our sponsor. If you're tired of the constant stress and hassle of maintenance coordination, meet Vendoroo, your AI driven in house maintenance expert that handles work orders from start to finish. Triaging, troubleshooting, vendor selection, and coordination built by property managers for property managers to provide cost effective and accountable maintenance operations, where every dollar is accounted for, and every task is handled with unmatched reliability Vendoroo takes care of the details so you can focus on growth. Schedule a demo today at vendoroo.ai/doorgrow and experience maintenance done right. Okay. So check them out.  [00:16:10] Sarah: Speaking of doing things right, let's talk about what happens after you hire somebody.  [00:16:15] Jason: So the next step after you hire it, it has to be onboarding. There needs to be a good transition of bringing somebody out from the wild, this untrained wild creature, getting them to be something that is going to work inside of your business and fit you and fit what you want. [00:16:33] It's onboarding.  [00:16:34] Sarah: And if you skip onboarding or if you don't have a very solid onboarding and training process, it's going to cause just so much friction because I'm sure that you can think back to a previous job that you've had back when we all had job jobs, right? Have you ever just been hired and then kind of just, it's almost like train yourself or figure it out or, well, "I'm going to train you a little bit and then the rest is up to you. Well, what do you mean? I trained you for a whole day. Now I'm done." [00:17:06] "Oh, okay. So that's it. That's all the support I'm going to get. All right."  [00:17:10] have you ever been hired and then you don't even truly know what you're supposed to do? I don't know. I'm supposed to sell stuff.  [00:17:16] Jason: So here's the challenge. Here's the challenge with this with entrepreneurs, I've been thrown into job situations where there was terrible onboarding, terrible training, but I'm an entrepreneur personality type. [00:17:27] I then innovated, figured it out. And in some situations where at a job I then quickly was put into leadership and sort of managing others. But I had initiative. I had drive, like I had adaptability and I find entrepreneurs are incredibly adaptable and they make the mistake of assuming that everybody else is like them and they're not, they're like, "well, I would just figure it out and I would just ask enough questions. And if I didn't know something, I would just like, and so you can't assume that everybody is like you, if they were like you, they wouldn't work for you. How many of you would go work for somebody now? Like, you're unemployable. Like, let's be real. You would suck as an employee, probably, right? I'm unemployable at this point. [00:18:10] I'm not going to like sit around and let somebody just tell me what to do all the time and whatever. Right. But they're not the same as you. And if they were, then they might just, you know, start a business and leave your business. Right. So they're willing, if they're willing to work for you, you need to assume that they are not the same as you and that they need to be guided. They need support. Now that doesn't mean they can't learn or they're not adaptable. That's the skill fit Don't make the assumption that they'll just wing it and figure it all out unless they're just incredibly driven and incredibly patient And they're really a strong believer in you. [00:18:45] Some of them may do that, but you don't want to lose a good person simply because they feel like you don't care or you're not invested.  [00:18:52] Sarah: So this is There's so much time that goes into hiring and this is why I say don't waste the time that you've spent trying to find the right person and screening applications and interviewing and you put a whole bunch of time and probably effort into this and now you found the person, don't waste that opportunity. [00:19:18] So you need to onboard them properly. And what does that mean? We need to make sure that they have access to all of the systems that they're going to need. And that they know all of the systems that they're going to need. So, oh, what are the tools that I use? And then, do I know how to access it? And, do I know how to use it? [00:19:36] Right? Don't just assume that they'll figure out, Oh, well, this is how I use this phone system. Train them on it. Just show them that. So, there's got to be training for those sorts of things. If they're in sales, then, well, How do I sell? How do I reach people? What am I doing? Am I just doing the fit call, figuring that out? [00:20:00] Am I doing the full pitch? Am I closing? Am I setting them up for you and then you're going to close? What exactly am I doing? So train them on every single thing that they need to know. And I know this sounds so silly, but most people do not do this. So, what do I say? What do I do? Do I have a script? Do I just make it up? [00:20:22] Where do I find people? Am I in the office? Am I driving around? Am I, like, meeting people at events? What am I supposed to be doing all day? Because I'm brand new and I know nothing. So I'm completely reliant upon you to tell me what to do. So if they don't know, don't assume that they're just going to go and figure it out for you. [00:20:44] You have to show them and they have to shadow you. So for the first 90 days, this is all training. So when you hire any person, now some of them will pick it up a little bit quicker and some of them will take the full 90 days and either way it's all right. But just in your head, tell yourself it's going to take the full 90 days, right? [00:21:07] So in that 90 days. With any position, but especially in sales, don't expect them to come in and then just start selling. Oh, wow, they closed a bunch of deals. That was awesome. That's so cool. So there's kind of a ramp up period in every position, but certainly in sales. So shadowing is very important here. [00:21:31] They need to be all over you. All the time. So you need to meet with them every day.  [00:21:40] Jason: Or whoever is the person they're learning from. Sometimes it's not going to be you, eventually. In the beginning, it's always you, right? Which leads us to, like, availability and access is huge in the beginning. Like, if a team member doesn't have access to you, or you are unavailable because you're so busy. [00:21:58] They're going to feel stuck. They're going to feel unsupported. They're going to feel fearful in what they're doing. And so they need to have availability. This morning, I got a phone call. Like a call came in through Telegram. She called me and she's like, "Hey, I'm supposed to do a triage call right now? I have a scheduled appointment, and I'm trying to load Zoom and it's saying, it's waiting for the host. And I'm supposed to be the host." And I said, Then just call them, like pick up the phone, just call them. It's a quick call anyway, but it probably has to do with maybe you're not logged in or you click the link somewhere else and it doesn't realize you're logged in. [00:22:31] It happens to me sometimes. And she said, okay, yeah, I'll just call them. You know, if she were in that situation, this is her first triage call and she's like totally stuck and I'm like unavailable and she's freaking out, then she's going to feel, you know, people go through all sorts of emotions like anger, shame, guilt, fear, like, you know, stuff like this. And so we don't want to put our team members on this emotional rollercoaster of discomfort when everything's uncertain in the beginning. So that's important. Once we get through and the onboarding period, my general rule for onboarding is 90 days, like you said, then the first the first 30, I'm usually meeting with them maybe for an hour a day and I'm highly available.  [00:23:12] Sarah: Every day. [00:23:13] Jason: Yeah. [00:23:14] Sarah: Every day.  [00:23:15] Jason: That's usually the goal. And then after that, I might the next month, maybe it's a shorter time period every day if I'm over like consistently training them like a BDM especially. But otherwise, it might be that we start backing it off to maybe meeting weekly. And then depending on the role of whether or not I'm their supervisor directly, or if they're kind of owning a piece of the business, I then might back it off in the last month or eventually for the future to meet with them monthly to support them or whatnot. Like you kind of gradually step it down and it'll be obvious because you'll be getting on calls with them and like, Hey, what else should we talk about? What else do you need to know? What other questions you have or hey, I want to make sure you know this and you're going to start to run out of ideas. And they're going to start to not need you as much. And so then it's pretty obvious. Well, okay, then I guess we'll end this early. And that's a clue. Well, maybe we don't need to meet as often now. And they'll let you know. You know, do you think we need to keep meeting all the time like this? Like, well, it is helpful, but I don't know that we need an hour, maybe 30 minutes. Okay, cool. If we could just meet 15 minutes each day so I can get unstuck on a few things. Awesome. Right. So I meet with my assistant every day for a short amount of time. [00:24:26] But they're directly responsible to help and support me on things as an operator, like you run our weekly meeting and our daily huddles. Right? And so there's different things like there's sort of a cadence of structure, even regardless. So. I think after we get through onboarding and you've got good access, good availability, they feel supported and they're succeeding, they need to be getting results. [00:24:50] So I think the next step in my mind is there needs to be accountability. So if you're letting somebody just run and it's 60 days in and they are not succeeding or getting results, like cool, how many calls has the BDM made? "I don't know." Okay. How, like, how often have you met with them? "Well, you know, not often." If there's no part of meeting with them is to create accountability. [00:25:13] Like, Hey, what are you working on today? What do you feel like is next? What are you going to be doing? And to make sure that you're guiding them towards what they should be working on. So accountability means, you know, metrics if they're a bDM.  [00:25:26] Sarah: You need to know the metrics.  [00:25:28] Jason: How many networking events have they gone to in the last week? [00:25:31] How many phone calls and outreach have they made to potential referral partners or real estate agents? How many investors have they reached out or called? Are they on top of all of the follow up tasks and deals that are in the CRM? Do you have a CRM, right? Like there needs to be accountability. So there's a record. [00:25:50] Are they keeping notes? Are they, are the calls recorded? Can you listen to their calls to help them improve? Like if there's no transparency or accountability, there's almost no likelihood that they're going to succeed. Like it's because they're not being watched. So, basically, you're sending the signal, it doesn't matter. [00:26:08] You might get somebody that's an amazing self starter.  [00:26:11] Sarah: Go figure it out. Well, shit, I don't know. I guess I'll just make it up. But then when they make a decision and now their decision is different than your decision, now, you didn't tell them what to do. They just made something up and now you're not happy with the results. [00:26:28] Jason: Yeah, and they're lacking leadership and if they're lacking in your jobs to be the leader and they're lacking leadership, then they have no accountability and they have no, there's no transparency or visibility in what they're doing. You won't know. If what they're doing is working or not working. And so they'll just keep doing what's not working. [00:26:48] Because if they still get paid either way, that's a bad situation for most team members. Most team members will continue to get paid whether or not they're really performing at an exceptional level or a decent level. And with a BDM, their compensation should be directly connected to getting results, so they should really want it. [00:27:06] But if there's no accountability or transparency in the beginning, They're probably going to do a lot of stuff that isn't working and they're going to be frustrated and they  [00:27:15] Sarah: know why it's not working  [00:27:17] Jason: Yeah,  [00:27:18] Sarah: they'll come to you and say hey like I'm doing what you told me to do. You told me to make all these calls I mean all these calls. It's not working.  [00:27:26] Jason: And this is one of the ways in which DoorGrow can assist. [00:27:29] We can assist with this, right? Like they can show up to our Wednesday coaching call if they're a BDM focusing on growth. And the BDM can come to the call and say, Hey, I'm trying to do this and I'm getting this result. It's not the outcome I'm looking for. It's not working. Cool. Maybe you need to change this. [00:27:44] Or how are you saying it? Or what are you doing? Or could you send us a call recording? So all of these things that we teach, we know work. They can work. If it's not working, then it's obvious that it must be what they're doing. They're not doing it correct. They're doing it maybe in the wrong way or maybe they're not saying the right things or maybe their tone is off or maybe They are turning people off and they sound like a telemarketer or they're creating the sales ick or the sales resistance in people by how they're approaching people and these are easy changes These are little things that are very easy to tweak or change. [00:28:22] I mean just listening to one sales call from somebody, I can give them a lot of feedback and it's like they grow so much faster and quicker. And that's one way to add some visibility or accountability into the equation. But as a business owner, you need to know their metrics. They need to have metrics and be accountable for that, right? [00:28:40] They need to know what are the leading actions that I need to be taking that are going to get the business development results? What are the daily activities that I need to be doing in order to succeed? So that's my take  [00:28:53] Sarah: for sure. And I love listening to the call recordings because then sometimes when you're in the moment and this happens to all of us, sometimes when you're in the moment, you have a certain perception of how things went and then when you go back and you listen to it later, you'll catch something that you weren't aware of in that moment. [00:29:14] So maybe it's something that they said, maybe it's something that you said, maybe you. Didn't explain something the way that they understood it, but you'll hear things that you may have missed in the moment and Especially with salespeople, this is a training opportunity. So a lot of times people go "what am I supposed to train them on? Like they know how to use the CRM? they know how to use the phone system. They know what to do. They got to just go do it." Okay? Well Are we honing in skills? Are we improving things? Or are we just saying like, "Go do it! Go make a thousand calls this week!: Okay, well, if I make a thousand shitty calls  [00:29:53] Jason: Yeah, you're just wasting energy and you're wasting your leads or your opportunities. [00:29:58] Sarah: So there's always this fine tuning that we have to do. And very rarely are people able to do it for themselves. Sometimes they can go back and listen to a call recording and then go, Oh, you know what? I'm going to improve that. But a lot of times it's really good to have two people listening to the call recording for that reason. [00:30:20] And then the last thing that I do want to talk about is what does the 30, 60, 90 day period look like? So I always tell people in their first 30 days, this is nothing but training. This is deep training, you really do need to be meeting with them every day, not when it's convenient, not when you have time, not, "oh, well, I skipped that day because this happened." [00:30:42] Every single day, every day, they need to have the correct resources, the correct knowledge, the right support, the questions need to be answered, you need to be available to them. They need to have all of this because they're brand new. So a lot of times what happens is people hire somebody and it's like a little baby bird and then they push the baby bird out of the nest. [00:31:08] The bird can't fly yet because you didn't even teach it what its wings are, right? So we can't do that yet. So in the first 30 days, really expect nothing. Really, they just need to be training. If they close something in their first 30 days, that's awesome. Great! I mean, they should be doing the activities. [00:31:27] Jason: I expect work.  [00:31:28] Sarah: Yes,  [00:31:29] Jason: I expect to actually and work like if it's to make calls, I expect them in like a BDM should be making some outbound outreach and calls right away.  [00:31:39] Sarah: Absolutely.  [00:31:40] Jason: Otherwise, how are you going to know that  [00:31:41] Sarah: if it's going to, yeah,  [00:31:43] Jason: they shouldn't just be like, just learning. So it's like, I want to get them on the phone and get them making calls. [00:31:47] Sarah: No, but in sales, let's be really clear here. Training. This is hands on training. This is like trying to say, "Hey, I need to go learn how to drive a car. But I'm never actually going to get in the car. I'm going to meet with you on Zoom or I'm going to sit with you and you're going to tell me about how to drive a car." [00:32:03] No, honey, you gotta go get in the car. So, yes, you have to actually be doing it, doing the activities.  [00:32:09] That is training.  [00:32:10] Jason: There's no amount of manuals or videos you could read or watch that would teach you how to drive a car. You have to drive the car.  [00:32:17] Sarah: Yes. So, if they close something in their first 30 days, that's awesome, that's gravy, that's a bonus. [00:32:23] But sometimes people go, "oh man, it's been 30 days and I haven't closed anything. Like, man, they must suck." They're new. They're learning so much and when you implement a new thing, you're probably not going to be very good at it. Especially a new strategy or a new way of doing sales because the way that we teach our clients to sell is different. [00:32:43] It's different. We're not hardcore closing everybody. We're not doing that. So it's, everything is different. They don't have their bearings yet. They don't even have their footing and their foundations, right? So 30 days, if they close something, that's great. But I still, I want them to be training and I want them to be doing some sort of, you know, whatever it's going to be. [00:33:04] If you have them doing events or presentations or calls or a mixture of all of them, great.  [00:33:10] Jason: There should be progress. You'll see progress. And if that's the thing you don't want to tolerate somebody being in the business for 60 days, 90 days, and you're not seeing progress or action, and you're trying to push them. [00:33:23] If you're having to push somebody to do something. Probably they're not the right personality fit. If you feel unsafe with them doing things, and it makes you uncomfortable, how they're doing things, probably not a culture fit. They're not doing it according to your values. [00:33:36] The "how" they go about doing it is different than you. If they're just not doing the right things, then that's a training issue. Or they're just not intelligent enough to learn the skill. So that's a skill fit. Okay,  [00:33:48] Sarah: so then 60 days I do want to see some progress. They might close something. [00:33:55] They still might not it depends. I can't say yes or no Oh, they should definitely close. I can't you can't say that because everybody has their own time frame, right? And investors sometimes they work on their own time frames. You can't control that but I do want to see I want to feel like things are happening, and I want to feel like, Hey, we've got some stuff in the pipeline, we've got some stuff that I feel like might close. [00:34:20] If you say, Hey, what do you have that's about to close? Do you feel like anybody's close? And they go not really. Oh... [00:34:27] Jason: are they getting appointments? Are there relationships being built? Are there deals now kind of get in the pipeline at some of the earlier stages? Like you should start to see the sales pipeline mature and build. [00:34:37] Sarah: So then 90 days they've been doing that. Now they understand everything. They know what to do. They know how to do it. They've gotten their feet wet. They've now tested things and then also made some improvements. They're like, Oh, well, when I say it like this, it doesn't work. It doesn't resonate. [00:34:53] But if I say it like this, it's better. Oh I have to switch this and this, right? Now you're making those little tweaks, those little improvements. So 90 days, they should be able to close something at this point. And same thing with the pipeline. I need to see the pipeline moving forward. I need to see more being added in the pipeline. [00:35:11] I need to see them further along in different stages in the pipeline. Things need to start kind of really moving forward at this point. And then after the 90 days, Now, you get to push the bird out of the nest, right? Now, you're a baby bird, go push him. You should now have everything that you need to be able to soar, as long as we did our job. [00:35:34] But a lot of times, I get it, it's hard, because you're running a business, and you're an entrepreneur, and you're busy, and it's crazy. And now you want me to train somebody? Yep. Yeah. Because once they are able to do it for you, now you can relax into it. But if we skip the training, what's going to happen is you're going to go, man, they're just not getting me the results. [00:35:55] Or they might get frustrated and go, man, my boss sucks. Like they don't train me on. Anything, and it's just not, it's not a good place here. I know, I'm going to leave because I know that if I don't, then I'll eventually get fired. So regardless, they're going to leave. And then you're going to have to go, God, well now I have to go hire somebody. [00:36:11] And then you're going to hire somebody. And then you're going to be in this whole hiring cycle of hell for the rest of eternity. And that's not a fun place to be. It's not. It's really painful.  [00:36:21] Jason: Yeah, a lot of people wait until they're in pain to hire instead of hiring strategically with a plan or, you know, in advance. [00:36:29] And so once you get to the place where you need a new team member, and then you hire, and now you're going to have to, you're kind of shot in the foot, and you're going to have to like go backwards time wise, like then you're in a worse spot, like that's not the ideal place to be hiring. And then later you'll create more freedom you know, eventually, but yeah, you want to make sure that you are kind of aware of your capacity and starting to like get your hiring systems, get your new hires in place in advance before you need it. [00:37:01] And this is why it's super important to make sure you're making the right decisions in the business. So we have frameworks for how to decide what you need most in the business and frameworks for how to decide what the business needs most. So you're making healthy. financial hiring decisions because making wrong decisions that way can really hurt cash flow and can, you know, especially early in the business can really be dangerous. [00:37:22] So, well, is there anything else you'd say to maybe some of our clients or people that they've gotten a new hire. It's probably a good hire and they need to make sure they're doing their onboarding and taking care of this new hire correctly.  [00:37:36] Sarah: Yeah, get it on your calendar. Don't just say you're going to do it. [00:37:40] It has to be scheduled time where it's dedicated. And also, don't half ass it. Don't be like, oh yeah, I'm going to be on the phone with Joe while I'm like over here. They know. That's not dedicated. That does not feel good. We've all been on the receiving end of something like that. So, don't make people guess. [00:37:59] Don't make them figure it out. It's not going to work out well.  [00:38:03] Jason: Alright. That's our episode for today. So I think that this should be pretty helpful for some of our clients that are getting into new hires And hopefully it was helpful for a lot of you listening if you're struggling with hiring or building your team or systems or profit, all this relates to the people system in your business. You need people, planning, and process and that's our super system. If you're needing some help with this, reach out to DoorGrow and we can take you to a whole nother level by getting helping you get these systems installed and you'll have a business that you actually enjoy being in. So until next time to our mutual growth. [00:38:42] Bye everyone. [00:38:43] you just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!  [00:39:10] At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

Welcome to Part Two of our discussion on finding boundaries and aligning your schedule when life feels overwhelming. Today, I share a TED Talk by ER doctor Darria Long on transitioning from 'crazy busy' to 'ready mode' by triaging tasks, which can significantly reduce stress and improve efficiency. We'll dive into practical steps like relentless triaging, designing for crazy, and getting out of your head. Your homework is to categorize your tasks into red, yellow, green, and black to prioritize effectively. Share your triage results with me on Instagram @brookerozzie for a chance to win something special! For personalized support, consider faithfully nourished private coaching to transform physically, mentally, and spiritually. Don't miss out – tag me by the end of the week!… Let's dive in! Resources + Links ER Doctor, Darria Long's TED Talk referenced in today's episode: An ER doctor on triaging your "crazy busy" life  Message me your homework @brookerozzie and I will pick one WINNER for something special! Ready to learn more about working with us? Schedule a FREE consultation: HERE  Join the Faithfully Nourished Group Program waitlist HERE Follow Brooke on Instagram @brookerozzie Try Happy Juice today! Cortisol + Happy Gut Pack  Kids Supplement Pack Learn more on Brooke's website: www.brookerozzie.com Did you love this episode? Share + Tag @brookerozzie on IG!  If you are loving this podcast, I would greatly appreciate it if you would give it a Rate + Review!

In the Episode: In this highly-requested episode, Priya dives into one of the most crucial aspects of business growth: sales. If you've ever struggled with closing deals or felt uneasy about selling, this episode is packed with actionable insights that will transform your approach to sales conversations. Priya reveals the secret behind her impressive 90% sales close rate, offering a practical and no-nonsense five-step framework for success in sales calls. Selling Equals Serving – Learn how to shift your mindset from "selling" to "serving" by identifying your client's core problems and offering solutions. The 5-Step Sales Framework – Priya walks us through her tried-and-tested process for guiding prospects through a seamless and value-driven sales conversation: Step 1: Greeting and Setting the Stage – Skip the small talk and get straight to business. Setting the tone early creates clarity and establishes trust. Step 2: Triaging and Diagnosing Problems – Ask the right open-ended questions to pinpoint your client's real challenges and bottlenecks. Step 3: Validating and Reassuring – After listening, ensure you've correctly understood the client's pain points and offer reassurance that you've got the right diagnosis. Step 4: Creating a Roadmap – Provide a clear 90-day roadmap, outlining quick wins and solutions, even before they pay. Step 5: Offering Your Services – Confidently pitch your offer, whether it's a one-time setup fee or a retainer, with no pressure, focusing on solving the client's core problems. Overcoming Objections – Priya shares insights from her coaching days on how to tackle the three most common objections: lack of time, money, and the need for partner approval. Mindset Shift: Scarcity vs. Abundance – Most clients operate from a scarcity mindset. Learn how to handle objections and instill confidence in potential clients, guiding them towards making empowered decisions. Clean Energy Selling – Sales should come from a place of service, not pressure. Priya emphasizes the importance of approaching every sales conversation with an open mind and a genuine desire to help. About the Host: Dr. Priya Jaganathan Welcome to the Pivot 2 Thrive Podcast, hosted by Dr. Priya Jaganathan, founder of Pivot 2 Thrive and creator of the POWER PIVOT™ Framework. This podcast is designed for business owners and entrepreneurs who want to take control of their operations, supercharge their marketing efforts, and drive sustainable growth through strategic CRM and business automation. If you're ready to scale your business with actionable strategies that combine CRM, automation, and marketing, tune in to the Pivot 2 Thrive Podcast, and let's get started! Connect with Dr. Priya Jaganathan: Email:

Whether you're a new CRO, VP of Marketing, or RevOps, if you want to earn your title, you'll want to onboard quickly and drive results early. But that's usually easier said than done.In this episode, we give you 3 things you should do when starting a new organization to bring value from day 1.(00:00) - Introduction (01:09) - How to onboard yourself (03:16) - Importance of Pre-Start Research (04:55) - Triaging the Organization (11:05) - Quick Wins and Early Impact (18:28) - Building Relationships with the Team (25:28) - Understanding Goals and Expectations (28:51) - Conclusion and Final Thoughts

All truth is important to God but some truths are more important to our spiritual flourishing than others.

All truth is important to God but some truths are more important to our spiritual flourishing than others.

If you are existing in your property management business but you aren't enjoying it, you might be in property management hell. In today's episode of the #DoorGrowShow, property management growth experts Jason and Sarah Hull explain how to escape property management hell. You'll Learn [01:19] How do you know if you are in property management hell? [05:40] How to escape property management hell [07:33] How do you know if you are in property management hell? [10:32] What does an operator do in a property management business? Tweetables “So if you are existing, living in your business and you're not enjoying it and it's frustrating… then you might be in property management hell.” “There's definitely something to be said about working hard. There's definitely a time and a season for this.” “We have to get to the next level, and what got you to where you are now is not going to help you move forward.” “You can still be miserable and have an entire team.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Jason: You will have more fulfillment, more freedom, more contribution, and more support in your business as it grows. [00:00:05] And this is the right way to do it. This will change your life. [00:00:09]  [00:00:10] Jason: Welcome DoorGrow property managers to the DoorGrow show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing in business and life, and you're open to doing things a bit differently, then you are a DoorGrow property manager. DoorGrow property managers love the opportunities, daily variety, and unique challenges and freedom that property management brings. Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. We're your hosts, property management growth experts, Jason and Sarah Hull, the founder and CEO and the COO of DoorGrow. [00:01:15] Now let's get into the show.  [00:01:18] Welcome everybody. So we were thinking about what to talk about today, and one of the things that I coached clients on this week in depth was this idea of how to escape property management hell. So let's talk about how to escape property management hell. So if you are existing, living in your business and you're not enjoying it and it's frustrating, you've got an entire team and you're wondering 'why won't they just think for themselves?' And you're stressed out and you're tired of dealing with all the escalated situations where your team couldn't handle it like tenants and owners, and you're still wearing a whole bunch of hats that you don't enjoy wearing, you're still doing a lot of stuff in the business that you really don't wake up in the morning and go, "man, I'm excited to do that thing today," then you might be in property management hell. This is not property management heaven. This is not the place you're supposed to stay. And so if you're not enjoying that we're going to talk about how to get out of that. And it's not that complicated of a process. We're not going to go into a ton of detail cause we don't have a ton of time. [00:02:20] Not as in depth as we would in coaching our clients, but we're going to give you the high level overview so you can understand that there is a light at the end of the tunnel. All right. So what do you notice with clients that they're doing and what's going on when they are in hell? What sort of frustrations and challenges are you hearing? [00:02:40] Sarah: Overwhelmed. They're overworked. They're crazy busy. Most of it is just busy work. [00:02:46] It needs to be done, but it's not high level things that a business owner would need to do. They're working lots and lots of hours. Sometimes it might be eight, 10, 12, 15 hours a day. Sometimes it's seven days a week. Usually it's at least six and then they do a little bit on the seventh day, but they don't really fully get time off and they're just responding to everything as it comes in and they're trying to handle everything and they're frustrated and they're just very stressed out.  [00:03:23] Jason: Yeah, I was talking with a past client who may end up, probably end up joining our mastermind program. I think we'd worked together four or five years ago, helped him with his website and some different stuff. And he's been using some of the stuff he learned and he was really excited to tell me how far he's come and he's like at 700 units and I think he was small when he came to me, I don't remember, maybe 50 or something, and so he's really excited about the progress he has. [00:03:50] Then he was telling me he's working 17 hour days, some days, like he's working these crazy hours and he's going through these cycles of growth and like working crazy hard and then stopping the growth so that he can focus on building up the business and operations and doing a lot of the onboarding of the properties and then he goes back into this cycle and he hasn't taken a legit vacation since he started the business. [00:04:17] And he goes on vacations, but he's on his phone the whole time. He's not totally available. And this is not a sustainable thing. Now he's just done it through sheer drive and will. To his credit, he's like, "nobody will outwork me." This is like a badge of honor for him. And he works incredibly hard and he's like, that's why he's had more success than any of his competitors is he's just willing to outwork all of them. [00:04:43] And there's definitely something to be said about working hard. There's definitely a time and a season for this. And if all of you or any of you are being lazy, work a little harder. Like do some hard work for a little while to get to that next level. But we want more fulfillment and more freedom. And I wasn't getting a sense from this gentleman that he was experiencing fulfillment and freedom. [00:05:03] To me, that sounds like hell. It's like a treadmill that you feel like you've created and you have to keep running on to keep the business going. And he's going to burn out. And you know, he even mentioned like it's affecting his health, it's affecting his body, you know, and it's probably impacting his relationships, you know? [00:05:21] And so a lot of guys get into this stage and I think women do it as well. Everybody does this in business where they get into this mode of growth and work and hustle. And that's how we get businesses going. We have to get to the next level, and what got you to where you are now is not going to help you moving forward. [00:05:38] You have to start to get out of the way. And so the way to escape this property management hell, this cycle of endless work and torment is we need to figure out what help do we need in the business? A lot of people go, "well, just offload stuff." Yeah, but how do you know what you actually should offload? [00:05:58] Because the big mistake people make is they go hire what they think the business needs and they keep helping the business. And this gentleman and many others I've talked to have an entire team and they're still stressing themselves out. You can still be miserable and have an entire team. Some of you listening are like, "yeah that's me. I've got an entire team and I'm miserable," right? So, how do we escape that? Here's how we figure out what you need. Because if we instead shift it to figuring out what you need, then this will be a game changer. So, the first thing we do is, we have our clients do a time study.  [00:06:30] We have a sponsor and our sponsor is Venderoo, which we're getting some great feedback on from clients. Tired of the constant stress and hassle of maintenance coordination. Meet Venderoo, your AI driven in house maintenance expert that handles work orders from start to finish. Triaging, troubleshooting, vendor selection, and coordination built by property managers for property managers to provide cost effective and accountable maintenance operations where every dollar is accounted for and every task is handled with unmatched reliability. Vendoroo takes care of the details so you can focus on growth. Schedule a demo today at Vendoroo, VENDOROO dot ai/doorgrow and experience maintenance done right. And I'll just add one of our clients had 80 work orders in his first day of turning Vendoroo, the AI thing on, he had 80 work orders closed out. Another client had 54 work orders closed out in their first day as well. [00:07:29] Like we're in this AI revolution. So I highly recommend you check these guys out. It's very cool.  [00:07:33] Okay, so back to what I was saying is here's the strategy. You do a time study. This time study will help you figure out what you're doing every 15 minutes and you're going to categorize your time based on whether it's tactical or strategic and you're going to figure out which things are your plus signs or your minus signs. [00:07:50] We have a whole process for this and a training on how to do this and you want to do this once a quarter. This will move the business forward more than most anything else that you could do. And it'll help you get out of the way. You do the time study, figure out plus and minus signs. Then you create a job description. [00:08:04] We call those R docs because each section starts with an R, ultimate Rdoc job description for yourself and your team members creates a ton of clarity. And so you get these Rdocs created, you create one for yourself, and then you highlight the things that you no longer want to be doing, or that are your tactical minus signs that are the things you're working in the business instead of on the business, which is strategic. And so then you take that and build out a new Rdoc for your ideal candidate and hire. And this needs to be a single personality type, not like, "Oh, I need somebody to do some sales stuff and some accounting stuff and some operations stuff." [00:08:41] No, those are weird people called entrepreneurs. Don't do that. Pick one realistic human being that's not entrepreneurial like a specialist. So that might be a really good executive assistant. And then you'll have a really good job description, move all the things on that job description that would be for that person. [00:08:58] And then you put that out to the marketplace. Now, if you want to do this correctly, DoorGrow hiring is the game changer. This is where you stop playing Russian roulette and you attract the right personality type for the role. So they will actually be good at it and the right cultural fit so that you will actually trust them. [00:09:15] It's not just about finding somebody willing to do the work or that has the skill, but you also need to find somebody that's intelligent enough to be able to learn and adapt to you and to be able to do this. And then if you start building your team this way, you will have a team built around the right person would because you're adjusting yourself every quarter, you're improving yourself every quarter, you're moving closer and closer to your plus signs and more of what energizes you, and then you're going to do this with all of your team members. You're going to have them do time studies and identify their strengths and what they enjoy doing, and your team will get better and better. And you will have more fulfillment, more freedom, more contribution, and more support in your business as it grows. [00:09:51] And this is the right way to do it. This will change your life. This is going to make you have a business that you actually enjoy being in that you're less and less involved in over time and that you're the only pieces you're still holding on to are the pieces you love. And so this is a business that is built to sell if you do want to exit because you're systematically exiting from the right pieces of the business. [00:10:15] And there's the right accountability. And then you need to get a really good operating system like DoorGrow OS, where you have a good planning system and you need to get a good operator to run this system and to run the business. And that will legitimately change your life. Having Sarah as an operator, changes my life. [00:10:31] Anything you'll add to this?  [00:10:32] Sarah: I think aside from the fact that people don't know what an operator is because everyone goes, "Oh yeah, I'm going to hire somebody for operations. And these are all the things they're going to do." They are not handling tactical work. [00:10:42] Your operator is not talking with tenants. Your operator is not talking with your clients. They are not involved in maintenance, rent collection, evictions, owner statements. They don't do any of those things. That is all front end, front line work. And your operator, no one will even know who your operator is because they don't talk to anybody in the business except for you and your team. [00:11:03] They're all back end. So they're very strategically involved in the business, which is very different. So they are responsible for the inner workings of your business and how things are progressing and moving forward. And are you guys running your strategic planning meetings? Are we on track for our weekly goals and our monthly goals, our quarterly goals, and most importantly, our big annual goal? Are we doing daily huddles? Are we attracting the right team members? Do we have the right team members? Do we have the right people in the right seats and the right roles in the business? If not, we need to make some adjustments. Do we have Rdocs and job descriptions for every single person? [00:11:47] Are they up to date? Are our processes documented? Are they up to date and are they actually being used? Or do we just have this library of processes that nobody ever looks at? And then we spent hours and hours wasting time because now nobody ever uses them or looks at them. Right? So hiring, firing, strategic planning, daily huddles, your team check ins... how are things going with your team? [00:12:11] If you don't know, and you're not regularly having these meetings, then you are missing out. Because your team will know things that you don't know, as soon as you get out of that role, and have somebody else fully in it. They're now going to know things that you don't know. So you have to rely on communication with your team to understand, "hey, is there some sort of cog that we don't know about now because I don't handle leasing anymore? But is there a big problem with leasing that we can probably shore up somewhere?" So, these are the things that your operator does. The operator and the CEO, they go together very well. They're like yin and yang. [00:12:51] One will balance the other out, but they work hand in hand, and your operator does all of the things back end in the business to make sure that the business is growing and running well, and that you have the right team. So, your operator, just so you know, has absolutely nothing to do with front end work. [00:13:09] They just kind of look over the people who do.  [00:13:12] Jason: They're not your property manager. They're not your maintenance coordinator. They're not your accountant.  [00:13:17] Sarah: No.  [00:13:18] Jason: They're not a lot of things. They're not your executive assistant. [00:13:21] Sarah: They don't do move ins. They don't do move outs. They don't talk to tenants ever. And they don't talk to clients.  [00:13:28] Jason: No. They will run your business and they will change your life, right? And this will free you up to be more of a visionary entrepreneur in your business, which is what the business needs. It needs somebody leading not working. Cool. Preach! Preach, Sarah. I'm like I'm going to let her cook. [00:13:44] She's going! [00:13:45] Sarah: I hear it because I hear it all the time, "Oh, I need an operator. Great. What are the things they're going to do?" [00:13:50] "Oh, they're going to handle my admin work. They're going to do my leasing." Not an operator. Right. Great, fantastic, that's the role that you need. [00:13:57] It's not an operator.  [00:13:58] Jason: Operator is not a worker. They're like, "I need a worker. I need a worker to do work." There's a little confusion there. Okay, cool. So, in short, operator is going to help with people, planning, and process in the business. We call those three systems that are key part of the super system. [00:14:15] So if this is of interest to any of you listening and you would like to get things flowing and working really well in your business and find these game changing people to build out your team so that you've got the right people to help you grow it, the right people to help you scale it, the right people to help you run it, then reach out to DoorGrow. [00:14:33] We would love to coach and support you and help you get your business to the next level. And that's it for today.  [00:14:40] Sarah: Oh, and if you're not yet in our facebook group, you should check that out!  [00:14:44] Jason: Oh, yeah DoorGrowclub.Com. Join our facebook group. All right until next time, to our mutual growth. Bye everyone. [00:14:52] you just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!  [00:15:18] At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

Ye have not chosen me, but I have chosen you, and ordained you, that ye should go and bring forth fruit, and that your fruit should remain: that whatsoever ye shall ask of the Father in my name, he may give it to you." John 15:16 KJV   We all go through things that don't make sense: A friend walked out of a relationship.  The company is downsizing. They don't need you anymore.   Sometimes, it feels like we're going backward. It's easy to live frustrated and think, "God, why is this happening"? God's ways are not ours; He can see things we can't see. And just because it's unfair doesn't mean God is not in control.   Many believe God is all good, all wise, and always in control - until our lives take an unexpected turn. When relationships fail, finances falter, or the doctor calls back with grim news.   Time is one of the parts of a process.  Guess who is not in control of time?  You and me.    A process is a series of steps and decisions involved in the way work is completed. We may not realize it, but processes are everywhere and in every aspect of our leisure and work. A few examples of processes might include: Preparing breakfast Placing an order Developing a budget Writing a work order Triaging a patient Cleaning a room Changing oil in a car Strapping down a truck Refueling an aircraft Putting gas in the car     God works with process. He works in steps and processes towards a promise, a transformation process, a journey to a destination. Scripture tells us that the steps of a man are ordered by the Lord (Psalm 37:23) which means that God works in us step by step and not instant as we would like.  The Law of Process reminds us that God works in stages.    He processes you first, and then does great works through you. So if you're waiting for the manifestation of your season of greater, hang in there. It's on the way. I know your processing phase may be painful, frustrating and rough, but trust God.       12 Beloved, do not be surprised at the fiery ordeal among you, which comes upon you for your testing, as though some strange thing were happening to you; 13 but to the degree that you share the sufferings of Christ, keep on rejoicing, so that also at the revelation of His glory you may rejoice with exultation. 14 If you are reviled [a]for the name of Christ, you are blessed, because the Spirit of glory and of God rests on you. 15 Make sure that none of you suffers as a murderer, or thief, or evildoer, or a [b]troublesome meddler; 16 but if anyone suffers as a Christian, he is not to be ashamed, but is to glorify God in this name. 17 For it is time for judgment to begin [c]with the household of God; and if it begins with us first, what will be the outcome for those who do not obey the gospel of God? 18 And if it is with difficulty that the righteous is saved, [d]what will become of the godless man and the sinner? 19 Therefore, those also who suffer according to the will of God shall entrust their souls to a faithful Creator in doing what is right.   Where did this come from? (In the Bible). Help me with the ref.     Love you,   Kenn    @revkennblanchardandtheblues  - YouTube Channel (subscribe)

Physicians have a lot of experience looking after the health of their patients, and they have a lot of practice putting their needs last. The Whole Physician seeks to create a safe place for physicians to get the help they need to face burnout and be emotionally ready to handle to toll that patient care takes on them over time. Dr. Amanda Dinsmore and Dr. Laura Cazier from The Whole Physician join us to talk about the importance of physician wellness and how to get back to the joy of practicing medicine. Check out their website and podcast. The Whole Physician Website Drive Time Debrief with The Whole Physician

Editors' Picks:Rich: James Lynch's news item “Exclusive: Former NIH Head Francis Collins Admits Covid Origins Not Settled, No Science to Back Social-Distance Guidance”Ramesh: Rebecca Burgess's magazine piece "Triaging the VA"Maddy: Andrew Roberts's magazine piece "D-Day at 80: How the Allies Won at Normandy and Changed History"MBD: Rich's piece "Harrison Butker Is Right about Men and Women"Light Items:Rich: Rick Brookhiser's new book Glorious LessonsRamesh: Student entrepreneursMaddy: A New Yorker  piece on the case of a British nurseMBD: PGA ChampionshipSponsors:DonorsTrustAmerican HabitsThis podcast was edited and produced by Sarah Colleen Schutte.

Should we be bringing preventative medicine into the emergency department, or is it just using up valuable time? Our first paper this month looks at the "Cessation of Smoking Trial in the Emergency Department (COSTED)" trial, which presents the case for opportunistic smoking cessation intervention. Next up is a topical research paper on interpreting CT scans with artificial intelligence, and how machine assessment measures up against experienced physicians. Then there's a trio of troponin papers, discussing high-sensitivity testing. The final paper this time is not a paper but a guideline from the Royal College of Emergency Medicine, setting out best practices for dealing with suspected cannabinoid hyperemesis syndrome. Articles discussed in this episode: Cessation of Smoking Trial in the Emergency Department (COSTED): a multicentre randomised controlled trial. Pope I, Clark LV, Clark A, et al Using an artificial intelligence software improves emergency medicine physician intracranial haemorrhage detection to radiologist levels. Warman P, Warman A, Warman R, et al External validation of a rapid algorithm using high-sensitivity troponin assay results for evaluating patients with suspected acute myocardial infarction. Cullen L, Greenslade JH, Stephensen L 2022 SAMIE study group, et al High-sensitivity troponin testing at the point of care for the diagnosis of myocardial infarction: a prospective emergency department clinical evaluation. Curran JM, Mergo A, White S, et al Determination of a whole-blood single-test low-risk threshold for a point-of-care high-sensitivity troponin assay. Pickering JW, Hamill L, Aldous S, et al RCEM best practice guideline: suspected cannabinoid hyperemesis syndrome in emergency departments. Humphries C, Gillings M   The EMJ podcast is hosted by: Dr. Richard Body, EMJ Deputy Editor, University of Manchester, UK (@richardbody) Dr. Sarah Edwards, EMJ Social Media Editor, Leicester Royal Infirmary, UK (@drsarahedwards) You can subscribe to the EMJ podcast on all podcast platforms to get the latest podcast every month. If you enjoy our podcast, please consider leaving us a review or a comment on the EMJ Podcast iTunes (https://apple.co/4bfcMU0) or Spotify (https://spoti.fi/3ufutSL) page.

Real estate professionals appreciate how stressful a transaction can be, but you often here people say, "it isn't life and death...nobody ever died from a real estate emergency." But, Jenifer Vieira, realtor with Lamacchia Realty, is also an experienced nurse and military parent who has learned how to manage a wide-range of stressful situations. She shares how she uses personal, nursing, and medevac experience to aid her real estate clients. She shares tips and advice on how to triage stressful situations with an action plan. This episode is a must listen for any aspiring homebuyer, realtor, lender, business owner or really anyone who finds themselves frustrated by the stress of finding a home...or just real-life.

Welcome back to the Ones Ready team room! This is a conversation for the record books, as Chief Pietras and Jarred Taylor sit down and cover a lot of ground. Make sure you're following  @JtArticle15 everywhere you can find him on socials or in the real world! All of JT's episodes spur conversation, and this one is no different. What was your favorite part of the podcast? Drop it in the comments!!!Chapters00:00 Introduction and Hated Guest00:47 Conspiracy Theory: Air Force Against AFSW02:06 The Real Conversation to Have03:01 Perception vs Reality of Air Force Leadership03:31 Medical Procedures and Leadership Responsibility04:25 The Future of AFSPECWAR06:03 Integration Issues with the Army07:36 The Cost of AFSPECWAR08:17 Changing Focus of Training09:00 Providing Command and Control in Forward Edge09:31 The Shift in Mission and Training10:48 Clandestine Operations in Urban Environments11:22 Age and Maturity in AFSPECWAR12:45 Issues with Air Education and Training Command (AETC)13:58 The Need for Creative Thinking and Risk-Taking15:09 Risk Aversion in the Air Force17:00 Encouraging Critical Thinking and Pushing Boundaries18:32 Learning from Historical Figures in the Air Force19:28 Changing the Promotion System and Senior NCO Roles21:31 The Benefits of Age Restrictions and Inter-Service Recruiting23:16 Disciplinary Issues and Leadership Responsibilities25:18 The Need for Radical Change and Creative Solutions26:46 The Flawed Air Force Leadership Path28:35 The Need for SOCOM to Become Its Own Service30:46 The Air Force's Resistance to Change32:15 Encouraging Critical Thinking and Questioning34:07 The Tendency to Avoid Failure and Make Incremental Changes35:01 The Importance of Triaging and Prioritizing35:06 Reflective Belts and Base Regulations36:00 Current Projects and Stand-Up Comedy37:24 Studio Setup and Performances38:19 Decision to Action Gap41:16 Theory vs Reality43:02 Making Decisions and Accepting Imperfection45:18 The Unpredictability of Going Viral47:50 The Importance of Playing the Social Media Game50:28 Firegate and Blaming OthersCollabs:Ones Ready - OnesReady.com 18A Fitness - Promo Code: 1ReadyAlpha Brew Coffee Company - Promo Code: ONESREADYATACLete - Follow the URL (no promo code): ATACLeteCardoMax - Promo Code: ONESREADYDread River - Promo Code: ONESREADY Eberlestock - Promo Code: OR10Hoist - Promo Code: ONESREADYTrench Coffee Company - Promo Code: ONESREADYThe content provided is for informational purposes only and does not constitute legal advice. The host, guests, and affiliated entities do not guarantee the accuracy or completeness of the information provided. The use of this podcast does not create an attorney-client relationship, and the podcast is not liable for any damages resulting from its use. Any mention of products or individuals does not consti...

Understanding how to prioritize patient care is essential, particularly for new ER nurses. This HNTKYP episode offers a systematic approach to assessing and managing a typical patient assignment ranging from four to six individuals. We delve into the critical nature of effective report-giving and receiving, the significance of delegation and teamwork, and the risks associated with the forgotten patient behind door number two.  Follow us on: Facebook: https://www.facebook.com/Art-of-Emergency-Nursing-276898616569046/ YouTube: https://www.youtube.com/channel/UCJTnz4phtCTjojTIDJo2afA?view_as=subscriber Twitter: @AoenPodcast Instagram: https://www.instagram.com/artofemergencynursing/ To support the show: Leave an honest review on iTunes. Your ratings and reviews greatly contribute to the success of the podcast, and I appreciate each and every one of them. Subscribe on Apple Podcasts, Google Podcasts, or your preferred podcast platform to never miss an episode. Thank you for being a part of our AOEN community!

Nova Scotia is the first province in Canada with a 911 call centre that has an on-site clinical support paramedic, a physician and a registered nurse. Host Jeff Douglas is joined by Rob Groom and Jessica Chisholm to learn how the additions have helped triage patients more efficiently.

Si and Desi are joined by Brittany and Ailsa from digital forensics software company ADF Solutions. They discuss how ADF is addressing key challenges for digital forensics practitioners, including handling the massive volumes of data from mobile devices and the cloud. The guests outline ADF's focus on developing their software as an easy-to-use onsite triage tool that can help quickly identify pertinent evidence. Key features include advanced handling of video files, AI-assisted classification of images, and new screen recording capabilities for mobile devices that allow suspects to safely share relevant data. The hosts and guests also explore ADF's ongoing research into areas like facial recognition, handling new device types like games consoles and smart watches, and identifying deepfake media. 00:00 – Introduction to Ailsa and Brittany 03:00 – The challenge of vast amounts of data 05:50 – Recovering data from Chromebooks 08:50 – Triaging using ADF tools 12:30 – Benefits of using ADF Solutions' tools 15:50 – Limitations in types of apps 17:20 – Keeping up with technological advancements 19:15 – ADF customer base 21:00 - Artificial intelligence in classifying images 30:00 – ADF Solutions' triaging kit 37:00 – Training with ADF 40:00 – Target user 44:50 – Roadmap of future devices to examine 51:30 – Main focus for ADF Solutions going forwards Show Notes: AI-generated CSAM article on Sky News - https://news.sky.com/story/thousands-of-ai-generated-child-abuse-images-being-shared-online-research-finds-12991727

What are the major concerns of leadership in the near future? • Managing the transient worker • Metrics for true performance and not “presence” • The 40 hour week myth • The environment for intrinsic motivation • Voids of personal fulfillment • The loss of travel • Volunteerism • Abandoning guilt for not adhering to archaic work standards • Pushing accountability down and over to the individual • Triaging customers • Finding honest and authentic communications • Embracing true diversity not virtue signaling diversity • Coming to grips with the false promise of retirement • Physical, psychological, and emotional health • Embracing technology with proper proportion • The speed necessity • Thriving in ambiguity, disruption, volatility • Alleviation of excess stress • Being an effective avatar • Knowing how to create personal meaning

Mark Bassingthwaighte:  Hello. I'm Mark Bassingthwaighte, the risk manager here at ALPS, and welcome to ALPS In Brief, the podcast that comes to you from the historic Florence building in beautiful downtown Missoula, Montana.  I'm delighted to have, as my guest today, Bill Harvit, and Bill is the chairman of the Succession Planning Committee at the West Virginia State Bar. And I'll tell you, as a risk guy, succession planning is a huge issue, and it seems to me, in recent years, more and more states are starting to move a little bit on this topic, and for good reason.  Bill and I are going to have a chat about succession planning, and I thought it'd be fun to have Bill not only because of his involvement with the committee and all this going on in West Virginia, but I think, folks, it's important, too, to hear from another practitioner, from somebody that's out there. I've been in this risk management space for 25 years, and I'm sure some of you are tired of hearing just from me, and I like to have different types of thoughts. Before we jump into this, Bill, may I have you take just a moment and introduce yourself. What do listeners need to know about you?  Bill Harvit:  Oh, probably not a lot. No, I'm teasing. I've been practicing law for ... this is my 37th year, coming up on 37th year. I've represented both plaintiffs and defendants through the years, but principally, I've been involved in toxic torts, mass tort litigation, through the years. And, unfortunately, I had a situation, back in 2017, that thrusted me into this succession planning situation, and Mark, it's not because I didn't prepare. We thought we were prepared and we were not. It's a very important topic. I thank you and ALPS for focusing on it. And, listen, to the extent I can help anybody not go through what I went through, I'm happy to do so.  Mark Bassingthwaighte:  Are you able to share a little bit about what happened and what brought you into this?  Bill Harvit:  Sure. I had been practicing, in fact, I had a firm for 25 years, and my partner and I, as I said, did a lot of mass tort litigation. And literally, one day, I'm not kidding, in April of 2017, I knew he was having some issues, but he walked in and literally said, "I'm done," and walked out, and we had about 5,000 files that were open, again, because we did mass tort litigation. They weren't all 100% open. Some were just waiting on settlements and bankruptcy defendants and things of that nature. It took me two and a half years to wind down that firm and deal with all of the issues that, hopefully, we're not going to get to all of them, but hopefully at least touch on a number of the issues. I lived it, and I will tell you it's probably one of the most stressful times in my life.  And, just in this same vein, that happened to me as a lawyer, but it also happened to me as a non-lawyer. When my father passed away, he and my mother operated a small women's clothing store in southern West Virginia, and not unlike a small law firm, they each had their own duties and responsibilities. And, when he passed away, of course, they had no succession plan, and I had to step into that. I've learned it both as a lawyer and as a non-lawyer.  Mark Bassingthwaighte:  Well, what I appreciate about this story is there's this temptation, as I see it, among the bar at large, is succession planning really is an issue that we need to focus on in terms of solo lawyers and the rest of us don't really need to worry about that. And you are so right. I've seen problems in firms of five, eight, 10 lawyers where we have these unexpected, unplanned for transitions, whether it's an untimely death or somebody just saying, "I'm done." All kinds of things can come up here that create some problems.  I was also interested, as we were talking a little bit via email, you had mentioned that West Virginia is in the process of considering some rule changes, and specifically, as I understand it, really making it clear that the obligations to plan for one's succession, it does go beyond the solo space. Am I correct in that?  Bill Harvit:  Yes. Yes. And the reason, let me just cite a couple of statistics, Mark, and you probably know these, but I was a little surprised by them. But, according to the ABA profile of the legal profession in 2022, 40% of lawyers are over the age of 45 and the median age is over 46. The other interesting fact to me, from Thomson Reuters, was that 85% of lawyers are in firms of 10 or fewer and 60% are in firms of three or fewer. And what happens in those situations, I lived it, is when there's a triggering event that disrupts one of the lawyers, then it falls on the others. And I can tell you, I was unable to take new cases, I was barely able to finish the ongoing cases I had because of all the issues that I had to immediately address.  And, listen, these are not isolated events. People think, and when they think of triggering events, they think of death or maybe disability, but triggering events can even include technological disruptions. There's a lot of talk about AI and generative AI, and there is going to be disruption in many areas of our field. There are a vast number of triggering events that can affect the operation of small firms.  But, yes, you are correct. West Virginia is looking to expand the rule to five or fewer because, let's be honest, the economics of the practice of law often dictates, in small firms, that each lawyer practice in a separate area, and that was the case in our firm. But, if you've got one lawyer that's doing domestic relations and another that's doing personal injury, another doing bankruptcy, and then you have a lawyer that's doing something else, say, securities work, well, none of those other lawyers are going to be, I think, competent to handle those files. That's why it really does affect small law firms as well.  Mark Bassingthwaighte:  I love the term triggering event. I think that is an outstanding term. But you're so right, and folks, I just want to underscore coming at this from a risk perspective, again, "Well, we're a family here. We've got four or five lawyers and good staff and all, and there really isn't ..." But what does happen if we're a firm and I'm the divorce lawyer and I'm out for whatever the triggering event is and I'm out permanently, can you appreciate the challenges that this puts everybody else in? We really do, I should say I really do, and outside the group, believe this, we really do, as a profession, need to take this issue very seriously and do something.  But, now then, the question becomes, Bill, what does that mean? Where do we start? I'm sure you get some calls and some conversations, I hear this a lot too, and is there a difference, I should say, between what a solo needs to do or what a small firm needs to do in terms of where to begin? What are your thoughts?  Bill Harvit:  Well, before I address that, let me tell you what happens if you don't begin the process. In West Virginia in particular, Rule 3.9, administrative rules, is going to require the Supreme Court to appoint someone. As we sit here today, we all have the privilege of making these very difficult decisions while we're in what I call business mode. While things aren't normal, nothing's normal in the practice of law, but while things are basically normal in our lives and we can devote the time to it, if we don't do that, then either we or someone else appointed is going to make those decisions when we're in what I call crisis mode.  And, when you're in crisis mode and you're making decisions, or someone else is making decisions, about whether you need an extended reporting endorsement, for instance, and I'm not plugging ALPS here, but it's a very important issue, and we can talk about that. It's hugely important. But, if you're in crisis mode, or some third party's making that decision for you, then you're in trouble. Now's the time to seriously get started doing that, and it's not easy because this is more of a process than it is an event. And I try to break up succession planning into basically two stages, what I call short-term succession planning, where you're going to get in place the people you need, you're going to do what's necessary to protect your clients, your heirs, your staff, your co-counsel, your partners, and we can talk about that and focus on that, and I think we should immediately.  But there's also a long-term component to this where, and again, it takes time, but where you preserve and enhance the value of your firm, which, a lot of times, is one of the most important assets a lawyer has, in order to transition that firm to new people, whether it's from retirement or whether it's because of a triggering event. We'll never get to the issues on the second part because it just takes so much more time to talk about.  Mark Bassingthwaighte:  Well, let's talk about these short-term, more immediate things. What comes to mind? I'm reaching out to you and saying, "Hey, there are two of us here, and we understand, but I have no clue what to do." Where do we start?  Bill Harvit:  Well, there's quite a bit of literature out there. In fact, I just did this, in fact, I wrote it down, I wanted to look, if you ever use Google Scholar on the peer-reviewed literature, well, I had to do this before our podcast, I entered in Google Scholar, I entered succession planning and limited it just to the last 10 years. There were 84,000 articles on succession planning. Then I thought, "Well, okay, those include just general business, so let's limit it to law practice succession planning." Well, there were 28,100 peer-reviewed articles out there.  There's plenty of literature just that's available, but also I would encourage people to contact their bar associations. We're, I think, pretty progressive about moving this issue forward. Oregon, the Oregon State Bar has some wonderful documents online. Again, I think West Virginia has good documents. We're still working on some of ours. Virginia has some really interesting documents on how to incorporate the successor into your will, durable power of attorney, things of that nature. Really, the first step is appointing a successor, and I think you got to give that a lot of consideration. And that's going to, I think, depend upon the type of practice you have, how many partners you have, how many cases you have, and that sort of thing, because you want to appoint someone who's competent in the area of the cases that you handle.  Mark Bassingthwaighte:  Exactly, and that's an obligation. That's an ethical obligation. You can't just go out and find anybody. I want to underscore, folks, again, we are talking about small firms. If we could go back to I'm the divorce guy and nobody else in the firm does divorce, I know who in the area we could reach out to, and I should take on that responsibility, here are a couple of names, and perhaps I agree to do this for another colleague, another divorce attorney in another firm. It can be reciprocal in other words, but don't leave this, don't leave this. It can create all kinds of unexpected headaches.  The other thing that I want to underscore for all of you is I've had lots of conversations over the years with particularly solo attorneys in all the consulting work that I've done, and even in a lot of the lecturing around the country, but it's awfully hard to find somebody. And let me share a couple of thoughts, because I think part of the problem is there's a misunderstanding about what the ask is. There's this fear, and I'll just make this as a solo because that's the most obvious or clear example, there's this fear, if I pass and Bill is going to be my backup, my successor, that, well, that means that Bill's going to come into my practice, take it over and run the practice, and he's already got his own full-time practice. That's not what the ask is. The ask is to administer the winding up or the transition of my practice. Sometimes this could also be solos agreeing to do this for each other.  You have backup attorney possibilities that can come into this as well. But here's another thought. There's no rule that says I just have to find some guy like Bill to agree to do this. I've been involved in situations where four or five solo attorneys get together as a group and just say, "We'll share these responsibilities." Turned out there was a situation a number of years ago where a lawyer was a member of a five ... group of solos that agreed to be the successors and backup for each other. And one of the younger guys, was early fifties at the time, was involved in a deadly climbing accident, and the other four guys stepped in and divvied up the duties. And it was a very smooth transition, was very emotionally hard for them all, they were all great friends, but the process worked.  I'll just share some thoughts there. Please don't hesitate to say yes, really understand what your obligations are. I want to be clear about that. Bill ...  Bill Harvit:  Well, let me just add something there-  Mark Bassingthwaighte:  Yes, please.  Bill Harvit:  ... because when I said and mentioned finding someone competent to handle your files or to transfer your files, that's not my requirement. That's the rules of ethics requirement. If you look at Rule 1.3 under diligence, comment five, it specifically says, "In the event of death or disability, the duty of diligence may require a plan that designates another competent lawyer to review client files, notify each client of the lawyer's death or disability, and determine whether there's a need for immediate protective action." I'd love to take credit for it, but that's not my original thought.  But let me talk a little bit about some of the things that a successor is going to need to do.  Mark Bassingthwaighte:  Okay. Please.  Bill Harvit:  Yeah. I have a good buddy up in the northern part of the state, he and I went to law school together, and years ago, if he would've called me and said, "Would you be my successor?," I would have, knee-jerk reaction, absolutely would've said yes. He's more than two hours away from me. I never would've given thought to some of these issues, and now that I have, it just wouldn't be reasonable for me to do it.  The duties of a successor, number one, are to review the files as soon as possible and triage those files to determine if any clients need assistance immediately. They're going to have to notify those clients immediately because, under the rules of ethics, the client has to approve of the lawyer who's going to handle the file. Triaging those files, extremely important, and talking with the client. What if the client says, "No, no, no, I've got another lawyer that I want to handle it?" Well, that succession lawyer is going to have to prepare that file and get it to that client as soon as possible, probably going to have to notify the court if there's an ongoing matter. All of this is not going to be done in a day. It's just not going to happen.  If there's property that the attorney has, and I'm not talking about closed files, I'm talking about open files, that needs to be returned, whether it's money, whether it's original documents, those are going to have to be returned to the clients. And then later, obviously, there's going to have to be an audit of the client trust account. You would hope your successor is going to collect any outstanding fees and expenses in cases, but they're going to have to know where to look to find that information. They're going to have to do an accounting, a final accounting, probably prepare tax documents, close bank accounts, and here's a big one. They're going to have to review your files to determine which files have to be retained, for how long they have to be retained, and in what form they need to be retained, and this is huge. And I'd like to talk more about that, but there also may be other things specific to your particular practice that a successor's going to have to do.  Mark Bassingthwaighte:  Okay, and thank you for sharing all that. My response, as a risk guy, folks, understand what Bill is sharing, in my mind, creates another proactive step that we need to take. Not only do you need to name a backup attorney, it really becomes, I think, a responsibility to develop some type of informational manual, some type of procedure. It's like, "Here are the passwords to get into the key systems. Here are the key systems. This is how the office works." What I would encourage you to do is ask yourself, say, "If I had to walk into my practice today not knowing ... what do I need to know?" You see what I'm trying to go? You know what your practice looks like.  You really need to set forth just an instruction manual, for lack of a better term, on everything the next guy coming in will need to know to do the things that Bill just set forth. Absent those kinds of instructions, it can be far messier than it needs to be. I've been involved in situations where they absolutely had no idea what the passwords were to get into anything, and you're spending time and money, precious time and money. There may be a fire, in other words, in a client file, but if you can't get into this, they're trying to pay somebody to hack in and break it, see what we can do, and that's just crazy. What-  Bill Harvit:  Well, Mark, not to interrupt you, I'm sorry, but I have a list-  Mark Bassingthwaighte:  Please.  Bill Harvit:  ... I have a half a page list here of things, but I won't read them all, but you're exactly right. If your successor doesn't know where the information is that they're going to need, then you're just slowing the process down. And let me just mention-  Mark Bassingthwaighte:  Please.  Bill Harvit:  ... something about funding, because this, to me, is huge because people don't think about this, but during a transition from a triggering event or even retirement, you are going to have to have money to operate that firm. In my case, it was two and a half years, and we were fortunate enough that we had money coming in on cases that I could afford to do it the right way. But let me talk about some of those expenses if I may, because, when that triggering event happens, that office has to continue to run. Your key personnel have to continue to be paid salary and benefits, mortgage has to be paid, all of the operating expenses, who's going to pay for that? If you buy life insurance or disability insurance, most of the time, the lawyer is buying that to protect him or her and their families. They're not thinking about using those funds to transition their office. Those are huge, but let me point out some of the other expenses that I learned about.  Our firm, as I said, was 25 years old. We had taken over from some older lawyers that had retired. As a result, we literally had thousands of files that were in paper form. And it's not because we didn't periodically review them, it's because we had files where we represented infants, we had estate files, my predecessors did a lot of estate planning, so we had to keep those files, proprietary business information that was in files where we had represented businesses. And let me mention something again, you and I haven't talked about this, I have no stock in ALPS, if there is even stock, I'd have no interest, but if you don't maintain a file that you have a potential claim on, then you're likely to run afoul of the insurance company, because if you go out or your successor destroys a file that you got a bunch of notes in that you need to defend yourself for a claim of negligence or other malpractice, you're in trouble.  It's not only the infant files and settlement documents, estate, somebody's got to go through those files and determine what you're going to keep. Now maybe I'm talking too much, but I want to get this out. We had so much paper that I wanted to convert it to digital because I didn't want to pay to store it anywhere. The cost of converting it to digital shocked me. It was $35,000. Well, if you don't have a sinking fund or some way to pay for this, don't expect your successor to pay for it. Your heirs are going to end up paying for it. There are different mechanisms that can be utilized to set up a sinking fund or provide funding to do that. But these expenses are huge.  And one more I'm going to mention because it was another huge one, and that was the extended reporting endorsement. And, again, I have no connection to ALPS, but because of the type of practice we had, it was important for us to purchase an extended reporting endorsement, and it was quite expensive. And the other point I'll mention about that is I think we had maybe 30 days to make that decision. Some of the policies, I've been told, you have to make the decision when you cancel the insurance. That's right.  Mark Bassingthwaighte:  That's right.  Bill Harvit:  Is your successor going to know that? These are huge issues that affect not only you, but your family and others. Anyway, I'll let you talk now. Sorry about [inaudible 00:27:13].  Mark Bassingthwaighte:  Well, it underscores, and when we talk about the extended reporting endorsement, that's tails, a tail policy is what the vernacular is, but there is no such thing. It's not a policy. It's extended reporting endorsement to the final policy that's enforced. But, again, my takeaway from what you're sharing, Bill, is these expenses, instructions, letting people know about the insurance company, and timing and all these things, if you don't do this, particularly, again, in the solo space, but it's not limited to the solo space, zero planning, what ends up happening, you dump this on the lap of an unsuspecting spouse. And I have talked, more than a few times, these unsuspecting spouses that are just grieving and so angry, so angry, "How dare my spouse leave me with this mess?" And you know what they end up doing? They end up getting a truck and just throwing everything away, files, everything.  Heaven forbid a claim comes up and there's no file and nobody thought to call the carrier and get a tail. Now what you've left your spouse may not be what you think it is or had hoped it would be if there's a viable claim here. I am not making things up. Again, I just want to underscore the importance of being proactive about succession planning.  Now, Bill, we're coming up here on the end of what we have time for today. Is there a final comment you have before I jump with a final comment?  Bill Harvit:  Yeah. You mentioned the spouses, and I just want to not make it about me, but I do want people to understand, as a [inaudible 00:29:14]-year-old kid just out of college and my father passed away, here I was in crisis mode trying to deal with that store, the most stressful time in my entire life. Think about that for your spouse and your family when you're not planning for what's going here. The two important points are get started on the process now, not today, yesterday, get started on the process, and the other important piece is think about how you're going to fund it, because that's huge.  Mark Bassingthwaighte:  Yeah. Yeah. I absolutely agree, absolutely agree. Well, thank you. My final thought is just to say, Bill and I could sit here and chat for easily another hour, there are just so many things to talk about, but I want to underscore Bill's comment. There's a lot of resources available on the ALPS website, alpsinsurance.com. Look under resources, we have a succession planning page. Many state bars have followed suit with what Oregon did a number of years ago, and there are some guides out there that are outstanding. I think most of the guides come under this heading of succession planning, planning for your death or disability, and are available through state bar websites.  And, if your own bar doesn't have anything available, don't hesitate to look at other bar websites. These resources are easily usable in your own jurisdiction. You may need to change some language a little bit from South Carolina to West Virginia or something like that, but that's an easy ...  Folks, I hope you found something of value today. I do appreciate your listening. Bill, it is a pleasure to have you join me. Thank you for taking a little time out of your day. Maybe we can do this again at some point. I'd like to continue the conversation. There's so many things-  Bill Harvit:  Mark, I would love to, I would. It's so important, and I really appreciate ALPS focusing on this.  Mark Bassingthwaighte:  Well, we're trying to do what we can. After all these years, I've seen too many situations where just being a little proactive in planning could have changed some things.  That's all we have time for today. Folks, thanks for listening. Appreciate your coming. Bye-Bye.   

Stuart C. Ray, MD, brings his experience and words of wisdom to our Faculty Factory podcast this week. Join us as we delve into the topics of triaging competing demands, skill-building, and networking, all aimed at enhancing our career journeys in academic medicine. Dr. Ray is a Professor of Medicine and Oncology at the Johns Hopkins University School of Medicine. He currently serves as the Vice Chair of Medicine for Data Integrity and Analytics, Assistant Dean for Research, and he is a member of the JHM Data Trust Council. Learn More: https://facultyfactory.org/stuart-ray  We Want to Hear from YOU! The Faculty Factory reaches listeners in more than 80 countries! With nearly 70,000 downloads and counting, we've been helping faculty in our field through the power of storytelling sfor nearly 5 years. We would love to hear your feedback on our show and we would love for you to join us as a podcast guest, or nominate someone to be a guest on our show. Send our host, Dr. Kimberly Skarupski, an email here to reach us: kskarupski@jhmi.edu.  

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In this episode, Dr. Jules Glanzer shares insights from his many years of experience in leadership, both in the Church as well as in Christian higher education. Looking at the 7 basic sectors of society: family, entertainment, media, business, religion, education, and government, Dr. Glanzer shares his thoughts on: Where is leadership in America today? Is there a crisis of leadership? How is the American church being impacted? 3 basic differences between a person who is driven by kingdom leadership versus various types of marketplace leadership. His book Sound of Leadership shares his kingdom notes to fine-tune your life and influence. Available at https://www.inviteresources.com/lp/sound-of-leadership-landing.

Kiran Vangaveti is the founder and CEO of BluSapphire, a SaaS provider for Cyber Security. Kiran joins Ryan to talk about how he bootstrapped his way from 0 to $3million ARR, building on his 24 years of experience working in several fortune 100 companies. He talks about the founding principles of creating BluSapphire and the steps they took to build a capital-efficient company using an open-source model.  KEY TAKEAWAYS BluSapphire have seen an ROI of over 400% and has a current ARR of 3 million with an aim of increasing it to 200% over the next two years Before recently raising capital, BluSapphire mostly relied on word of mouth for its strategy but now they are slowly starting to build communities and channelling this way instead; establishing themselves as thought leaders. There is a lot of time wastage in cyber security. Triaging can take hours if not days, the concept behind BluDiamond is to fix this particular problem for cyber security companies in a variety of different technological ways. BluDiamond keeps its system as open-sourced as possible, which is unusual in the commercial space. This decision came from Kiran's enterprise background, to allow people to work with their tools effectively. One of the founding principles of BluDiamond was to raise a capital-efficient company. Technology is great but you have to know how to operate a business, and one of the highly effective ways to do that, is to bootstrap. In the beginning, BluDiamond took on a few clients, enough to sustain them, then once their product went live they purely focused on product-driven services. BEST MOMENTS “We're looking at security as a service” “Our aim is to establish ourselves as thought leaders in the space” “The idea is to keep it as flexible as possible” “We always believed in trading in the black, being capital efficient” Do You Want The Closing Secrets That Helped Close Over $125 Million in New Business for Free?"  Grab them HERE: https://www.whalesellingsystem.com/closingsecrets Ryan Staley Founder and CEO Whale Boss 312-848-7443 ryan@whalesellingsystem.com www.ryanstaley.io  EPISODE RESOURCES https://www.linkedin.com/in/kiranvangaveti/ ABOUT THE SHOW How do you grow like a VC-backed company without taking on investors? Do you want to create a lifestyle business, a performance business or an empire? How do you scale to an exit without losing your freedom?Join the host Ryan Staley every Monday and Wednesday for conversations with the brightest and best Founders, CEO and Entrepreneurs to crack the code on repeatable revenue growth, leadership, lifestyle freedom and mindset.This show has featured Startup and Billion Dollar Founders, Best Selling Authors, and the World's Top Sales and Marketing Experts like Terry Jones (Founder of Travelocity and Chairman of Kayak), Andrew Gazdecki (Founder of Micro Acquire), Harpal Sambhi (Founder of Magical with a previous exit to Linkedin) and many more. This is where Scaling and Sales are made simple in 25 minutes or less.Saas, Saas growth, Scale, Business Growth, B2b Saas, Saas Sales, Enterprise Saas, Business growth strategy, founder, ceo: https://www.whalesellingsystem.com/closingsecretsSee omnystudio.com/listener for privacy information.

3 team members lining up in the hall for you and nowhere near done your procedure?! Trust me, we have ALL been there. But don't let it get to you! There are many ways to handle these situations and still keep a calm facade in front of your patients. In this episode I discuss: Triaging the schedule bottleneck Verbiage for exiting the room Team opportunities tee up the ball Have you ever wanted to try your own team training day, but not sure where to start? Grab our FREE Amazing Race Starter Pack for templates and topic ideas to get your team motivated! Click the LINK here! IF YOU want a DEEPER DIVE, we have just the thing! We have recently launched our 6 Module Modern Dentist Challenge! Here we provide more insight into ALL the systems I use at my office and how we make it happen. For more info, Click HERE! As always, I would LOVE and appreciate if you would RATE and REVIEW this podcast and don't forget it TAG me @drpeggybown on IG and please remember to hit the FOLLOW button! Thank you so much for listening! Peggy xox

As we continue to fill the highest positions in this country with those who aren't qualified, the quality will also continue to go down. People who have never experienced the real world. Raising men. Being brutally honest about VP Dome.Triaging the people in your life can be hard. See omnystudio.com/listener for privacy information.

As we continue to fill the highest positions in this country with those who aren't qualified, the quality will also continue to go down. People who have never experienced the real world. Raising men. Being brutally honest about VP Dome.Triaging the people in your life can be hard. See omnystudio.com/listener for privacy information.

In this episode, Ryan DeMent shares his journey of navigating the intersection of personal and business life. From the struggles of fighting through and making sure to get to the other side to learning to be creative and resourceful, Ryan shares his insights on the challenges of balancing both aspects of life. He also talks about the importance of having a clear plan for managing your personal and business life instead of just triaging the most pressing issues. He shares his experiences of how he has been able to execute a few things that he's been working on to get himself into a better place and how he's getting better at managing his personal life while growing his business. This episode is a must-listen for anyone struggling to balance their personal and business life. Join Ryan as he shares his insights on navigating this intersection and coming out on top. #businesslife #personallife #balance #ChasingfinancialfreedomSupport the showThanks for Listening! Follow us on Tik Tok Facebook and Instagram

To end the year, we are sharing the most popular episodes of 2022. The #3 most listened to track this year was part 2 of an interview with orthopedic trauma surgeon Lisa Cannada, MD. Trauma, triaging trauma, and management of the multiple trauma patient - Part 2.

There is nothing more disappointing than a hire that does not work out. Especially when the person hired was someone you were convinced, would be a great hire! Conventional wisdom says “hire slow, fire fast” but this almost never happens. Because we are too concerned with filling the role fast. Triaging our pain. Maybe if we really hired slowly, the interview would produce much stronger results. To break the hire, fire cycle we must ignore our assumptions about the person's resume and start by gathering evidence. Evidence that supports a proper decision that ensures a successful hire. Guest Bio:  Jason Sherman is a successful innovator, award-winning filmmaker, published author, tech startup expert, and the co-founder of the video friendship app Spinnr. Jason's methodologies on entrepreneurship and data-driven decisions are his main source of education for those he helps worldwide.  His startup book Strap on your Boots is the culmination of his life's work to help other entrepreneurs succeed with a podcast of the same name, and is the focus of a class he created called Startup Essentials.  Jason is fluent in Spanish, is a classically trained violinist, and was a featured speaker on FOX's Emmy award-winning Futurist TV Show: Xploration Earth 2050. TODAY WE DISCUSS: Breaking the hire, fire cycle Challenge? Finding people who are excited about the company vs just looking for a job Care about being part of something where your creative input matter Just there for the paycheck Uninterested, unenthusiastic, easy remote work paycheck A lot of time onboarding Time differences Why is this important to the company? Bad hires impede growth Rick's Nuggets: Positioning  Time How do we solve the problem?  Finding the excited people in the interviewInstall the app, try it out, and tell us what they think Give feedback website & social media content Smiling happy Have questions about the business Not focusing on payment/ paycheck Excited to learn they can earn stock options Ownership Get through the process to find the 4 people who worked  What to do before the interview Share pitch deck to understand the company mission Have everything ready in a package for onboarding What have you done; share your work Filming content event Content creation hiring day Gig hiring Rick's Nuggets; Positioning Get it, want it, capacity to do it Do they really desire what you offer? A, B, or C player? Don't be the destination for a JOB (ie: paycheck) Interview with purpose Get to the truth Not sell  Interview design Truth fast Empowered decision-making - Keep your people productive Evidence trumps gut Key Takeaways that the Audience can plug into their business today! (Value): Finding the excited people who want to do what you do. Fully read & understand what your business is. Come with questions Don't discount onsite parties to hire people. Compensate people who show up Guest Links: LinkedIn: https://www.linkedin.com/in/jasonsherman76/ Personal: https://jasonsherman.org Company: https://spinnr.app/ LinkedIn: https://www.linkedin.com/company/appspinnr Facebook: https://www.facebook.com/appspinnr Twitter: https://twitter.com/spinnr_app Instagram: https://www.instagram.com/spinnr_app Host Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.hirepowerradio.com YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkxqQ Authored:  "Healing Career Wounds"  https://amzn.to/3tGbtre Startup: www.intertru.ai HireOS inquiry: rick@stridesearch.com Show Sponsor: www.stridesearch.com

Reunited finally after Keith's long séjour in Europe, we wrap up our conversation about psychedelics before moving on to all manner of taboo (and honestly potentially triggering) topics. Women often face the problem of a series of men who say more or less the same things on dating apps, so it's hard to know which first date will go well, and which will just be awful. Is there a better way for them to figure this out without wasting hours on terrible dates? Or, are the incels right and women are all just dating the top 10% of attractive guys anyway? How bad is it if a guy starts crying during sex? What's the best way to transition to sex once your date has agreed to "come up to your place"? We get a lot of our questions from Reddit, so for our listeners' enjoyment, here are links to some of the questions we discussed this week: https://ymmv.me/83/fingering Twitter: @ymmvpod Facebook: ymmvpod Email: ymmvpod@gmail.com

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: We are still in triage, published by JulianHazell on August 30, 2022 on The Effective Altruism Forum. Hi all! This is the inaugural post of my new blog, Julian's Blog. I hope you like it. Six years later, we're still in triage One of my favourite pieces that explores the emotional side of effective altruism is Holly Elmore's We are in triage every second of the day. This piece, which is now roughly six years old, captures the intuition that we must consciously prioritise helping others in a way that makes the most of our finite resources — like doctors, we must triage. Triage is inevitable when helping others. Our ability to help is limited by our time and money, yet the number of people and non-human animals that could use our help is practically endless. We must make sense of this and act accordingly, even when doing so is unpleasant. We want to help everyone, but we can't. The idea of unpleasant opportunity costs when using our resources to benefit others rang true for effective altruists in 2016. Every malaria net is paid for with money that can't simultaneously be sent to a single mother living in poverty or used to supplement children with vitamin A. Every dollar spent here cannot be spent there. The stakes of cosmic triage In 2022, these opportunity costs have gone from unpleasant to borderline agonising. As the effective altruism community's circle of moral concern has widened, so have the stakes of the triage we are attempting. We're not just triaging people who live in extreme poverty: we're triaging animals who live in torturous conditions on factory farms; we're triaging animals who suffer terrible lives in the wild; we're triaging everyone susceptible to catastrophic risk; and we're triaging an unfathomable number of people who aren't even alive yet. This moral juggling act has attracted scorn from those who think we longtermist inclined effective altruists have veered away from our once good intentions. Caring about hypothetical future people whose wellbeing could be affected by hypothetical (and oftentimes nebulous) problems like misaligned AI surely means we've stopped caring about those living in extreme poverty — so it goes. People living in extreme poverty are still important I understand why some people have formed this view, but I think it arrives at the wrong conclusion. The same principles, reasoning, and desire to reduce others' suffering that led the effective altruism community to care about poverty in the first place remain at the forefront of our thinking. But now our moral circle has expanded, and with this comes new challenges and opportunities to do good that we are trying to make sense of as we go. Perhaps those folks think we are bringing the wrong moral patients into our circles of concern. Fine. Expanding on the reasoning behind caring about the welfare of non-human animals, and the moral status of future generations, is outside of the scope of this piece. What I will say is that the burden to argue that non-human animals and future people do not deserve moral consideration falls upon those critiquing longtermist prioritisation. And crucially, so long as we continue to be convinced that these groups are worthy of moral concern, we must triage. Triaging 700 million people in poverty, trillions of non-human animals living in horrid conditions, and the future of humanity is a gut-wrenching affair. We are still working in the same metaphorical hospital we were in 2016. Yet now, the hospital is on fire, sick animals have started wandering around the halls, and trillions of yet-to-be-born people are progressively lining up at the door. Plus every few months, Brian Tomasik writes an essay about a new swathe of patients we ought to consider admitting. And to his credit, he usually has some damn good points. Where we're at, and where we'll g...

In this episode, Michelle and Erin discuss functional strategies for getting a pediatric patient started. If you are in the world of pediatric private practice (home health and/or a clinic), this is the hour for you. Michelle and Erin share easy-to-implement strategies for how to ethically triage a waitlist, the process of completing comprehensive dynamic assessments, as well as share some of their favorite goals they include in their initial evaluations and plan of care. The best part is that Michelle and Erin share the resources and sources of guidance they have received over the years so that you have those forever on your side too.

AP correspondent Lisa Dwyer reports on shrinking police.

Mike explains how underfunding cops leads to triaging crime and dwindling officer ranks. See omnystudio.com/listener for privacy information.

AEM: Can RV Assessments Improve Triaging of Low Risk Pulmonary Embolism? by SAEM

We talk to Dr. Jaron Raper about a new article in AEM entitled "Can right ventricular assessments improve triaging of low risk pulmonary embolism?"

About Bryan Clayton:Bryan is CEO and co-founder of GreenPal, an online marketplace that connects homeowners with local lawn care professionals. GreenPal has been called the “Uber for lawn care” by Entrepreneur magazine and has over 200,000 active users completing thousands of transactions per day. Before starting GreenPal, Bryan Clayton founded Peachtree Inc. which had a $10 million annual revenue before it was acquired by Lusa holdings in 2013. In 2020 GreenPal generated $20 million in annual revenue.About GreenPal:GreenPal is an online marketplace connecting homeowners with lawn mowing professionals that want their business. Get 5 bids in minutes, pick the pro you want, and schedule and pay all online or with the mobile app. Founded by landscaping professionals to make the lawn care industry easier and more efficient for homeowners and vendors. Show Notes:01:15 Growing a high school job into a highly successful medium-size business5:45 Hiring the right number of employees6:30 Developing methods to minimize wasting time and other resources10:30 Calculating how much profit every employee adds, and what the diminishing margin of return for manpower is11:10 Working in the business vs. working on the business – making time for strategizing13:20 Applying blue-collar business learnings to tech entrepreneurship15:00 Triaging problems and focusing 100% of resources on the current major issues, one at a time16:30 Doubling down on what's already working, rather than fixing what's not working, especially when it comes to customer acquisition19:20 Inviting frictionless feedback and doing customer support yourself as a founder: closing the gap between customer logic and founder logic20:20 Thinking about what you can be the best in the world at, and focusing all business resources on that one thing25:20 Understanding your value to your customers: sometimes it's less about the actual service itself, and more about selling people back their time27:30 As a business that connects customers to contractors, catering to both sets of needs: customers want easy access to services, vendors want a sticky platform that enables fast payments, repeat business, marketing automation etc29:15 Creating incentives for vendors to perform well starts with accountability: providing performance metrics such as number of repeat bookings, reliability and quality ratings etc36:20 Identifying business problems and development goals, and implementing weekly strategies for success44:30 Creating one or two highly specific goals and getting your whole team to commit to them

Topics discussed in this episode:Triaging customer feedbackAt Loomly they view retention as a tripod. The customer success team looks at data and helps to work with customers, the engineering team builds features and fixes bugs, and the management team works on growth and strategy. As they grow, the entire team is obsessed with scaling the feedback loop to make sure they stay in touch with customers and understand all concerns.Term optimizationThe folks over at Loomly make sure to offer an annual subscription both at sign up and once a monthly user has been using the product for a few cycles. By checking customer behavior and how active they are, they can prompt them with the best value for the customer.Locking out customers.Locking out a customer can be a last ditch effort to keep them around. By sending dunning emails and communicating the value that will be lost, hopefully you can avoid locking out a customer. But sometimes, it's the only way to get their attention. Make sure to freeze the account without deleting valuable information in there. That way once you do recover the payment, your user won't have to reset everything in their account. You don't want your delinquent churn to turn into an active cancellation. This is a ProfitWell Recur production—the first media network dedicated entirely to the SaaS and subscription space.

Triaging teacher burnout is a daily task for educational leaders, but what about leadership burnout? Who is helping combat that? During a recent presentation at the National ASCD Conference two things became apparently clear to me. In this episode I talk about those two things and share ways to take control of your school's narrative and combat toxic positivity.

Dr. Lisa Cannada is an orthopaedic surgeon with over twenty years of experience in a Level One trauma center. She goes over triage and important considerations for orthopaedic trauma. What's all the hype regarding suprapatellar nailing? For more with Dr. Cannada, check out our virtual CME from last year's subspecialty conference, Extremities in the Carolinas!

Dr. Lisa Cannada is an orthopaedic surgeon with over twenty years of experience in a Level One trauma center. She goes over triage and important considerations for orthopaedic trauma. How do you determine what needs to be addressed right away versus what needs to wait? For more with Dr. Cannada, check out our virtual CME from last year's subspecialty conference, Extremities in the Carolinas!

Adee has found huge success as a nutrition coach, working with athletes and building a team of more than 30 coaches at WAG. In this week's episode, she breaks down some of her best strategies for effective coaching, along with a few key things to avoid. Whether you're interested in nutrition, coaching, or leadership in general, this episode is full of helpful tips and tricks for motivating the people around you. Topics: 01:49 – Creating a safe space 06:47 – Triaging criticism  09:55 – Avoiding the Righting Reflex 15:46 – Understanding nutrition 16:49 – Focusing on behavior 21:03 – Bad coaching   To find out more about the WAG Coach Certification visit: http://workingagainstgravity.com/coach-certification Follow us at http://instagram.com/workingagainstgravity