Podcasts about Turnover

"People don't leave companies. They leave their leader." Notable Moments [00:02:27] Is Customer Service Fading in Today's Workforce? [00:04:01] Why People Leave Leaders, Not Companies [00:08:56] Can You Build Service Culture During a Staffing Crisis? [00:11:18] Why Leadership Stress Is Increasing [00:13:28] The Emotional Needs of Today's Workforce Leadership is getting harder. Expectations are rising, competition is global, technology is accelerating, and employee needs are changing. In this episode, Lee Cockerell explains why great customer service starts with how leaders treat their people. Turnover, morale, and performance often trace back to one factor: leadership. If you want people to stay, perform, and care, you have to give them a reason to. Read the blog for more from this episode.  Resources CockerellStore.com The Cockerell Academy About Lee Cockerell Mainstreet Leader Jody Maberry Travel Guidance Magical Vacation Planners are my preferred travel advisors. Reach out to have them help plan your next vacation. You can reach them at 407-442-2694.    

Hiring feels harder than ever. Teams are stretched thin. Turnover is constant. So, what actually works right now? In this follow-up episode of the Everyday Oral Surgery Podcast, Dr. Grant Stucki continues his conversation with returning guest Dr. Roger Levin, founder and CEO of Levin Group. Building on their previous discussion about the office manager as chief operating officer (COO), this episode focuses on how to build the right team around that role. Dr. Levin breaks down why the office manager must take full ownership of recruiting, onboarding, and team development, and why surgeons need to delegate without disengaging. He outlines practical steps for attracting candidates, screening effectively, conducting stronger interviews, and onboarding new hires in ways that promote retention and engagement. The discussion also explores red flags to watch out for, the value of maturity and reliability, and how systems, culture, and leadership determine whether new team members succeed or fail. This episode offers clear, experience-based insights for oral surgeons and office managers looking to improve their practice. Listen in to rethink how you hire, train, and support the people who keep your practice running!Key Points From This Episode:The office manager as the chief operating officer (COO) for all non-clinical practice functions.Why building and managing the team is a central office manager responsibility.The ongoing staffing crisis in dentistry and its impact on oral surgery practices.Recruiting as a structured process owned by the office manager, not the surgeon.The importance of clear, updated job descriptions before hiring begins.Practical recruiting channels, from online postings and team referrals to internal promotion.Telephone screening to save time and qualify candidates early.The importance of checking references before the live interview.Best practices for in-office interviews in a competitive labor market.Using longevity bonuses to reduce costly staff turnover and reward retention.Red flags in interviews, including punctuality and communication skills.Setting clear goals so team members understand how success is measured.Assigning a “big sister” to support and integrate new hires.Regular check-ins to support onboarding without formal performance reviews.The doctor's role in supporting hires while still delegating management.Links Mentioned in Today's Episode:Dr. Roger Levin — https://www.linkedin.com/in/roger-levin-69ab744/ Levin Group — https://levingroup.com/Office Manager Practice Mastery Program — https://levingroup.com/office-manager-practice-mastery-program/Episode 313 — https://podcasts.apple.com/us/podcast/10-power-tips-for-multi-office-practice-growth-with-dr/id1535284898?i=1000717140271Episode 343 — Everyday Oral Surgery Website — https://www.everydayoralsurgery.com/ Everyday Oral Surgery on Instagram — https://www.instagram.com/everydayoralsurgery/ Everyday Oral Surgery on Facebook — https://www.facebook.com/EverydayOralSurgery/Dr. Grant Stucki Email — grantstucki@gmail.comDr. Grant Stucki Phone — 720-441-6059

About 60% of the teachers, principals, aides and other staff at KIPP Kansas City have left in the last year, describing a chaotic environment with frequent mishaps — shorted pay, canceled school trips and bus failures. Leaders say they're trying to reimagine the charter school, but not everyone is on board.

In this episode of Married to Property Management, Jim and Melissa talk about one of the most gatekept topics in the property management industry: employee retention.Turnover is expensive, burnout is common, and somehow the real strategies for keeping good people never get shared. We're breaking down what actually works, why it matters, and how retaining the right team directly impacts owners, residents, and the overall success of a property management company.No secrets. No fluff. Just real talk.

In this video, Dr. Doug Lucas breaks down a recent New England Journal of Medicine study examining long-term use of the bisphosphonate zoledronate (Reclast) for fracture prevention. He explains how infrequent dosing over 10 years reduced vertebral fractures, but also highlights persistent suppression of bone turnover markers and plateauing bone density over time. Study Linkshttps://pubmed.ncbi.nlm.nih.gov/39813642/

You can run a perfect 20% labor cost and still feel like your bar is one bad shift away from falling apart. Call-outs start stacking up, the vibe changes, and people show up physically but mentally they're gone.That's usually the moment owners realize the numbers never warned them anything was wrong.In this episode, we break down the Staff Sentiment Index and why labor cost doesn't protect you from turnover, burnout, or walkouts. You'll learn how to spot the early signals that someone is checking out, how to identify high performers who are quietly hurting your culture, and what actually predicts a quit before it happens.If you want fewer surprises, less turnover, and a team that wants to be there, not just clock in, this episode is for you.

* Drew Brees is a first ballot Hall of Famer * President Trump has weighed in on a couple Louisiana races. We'll break those down and go over why we're seeing record high turnover in the state legislature with Jeremy Alford, the editor and publisher of LaPolitics Weekly.

President Trump has weighed in on a couple Louisiana races. We break those down and go over why we're seeing record high turnover in the state legislature with Jeremy Alford, the editor and publisher of LaPolitics Weekly.

Everyone's staying, but are they still showing up? Turnover is down, but so is energy. From hybrid fatigue to economic caution, employees may be staying put, but not leaning in. Learn why today's disengagement looks different, how to spot the early signs, and what leaders can do to re-ignite focus before top talent quietly checks out. Phil and Burt are joined by leadership strategist Tanya Zion for a timely conversation about the signals employers can't afford to miss. Using the latest Gallup data, she explains why employees are staying put yet feeling disconnected, how unclear expectations are fueling burnout, and what managers must do differently to develop today's workforce. Timestamps:  00:00 – Welcome 02:59 – Lawyer on the Clock begins  03:09 – EEOC rescinds 2024 harassment guidance explained 07:00 – State-by-state DEI and affirmative action rollbacks 10:06 – EEOC sues Nike over race discrimination investigation 12:23 – FTC targets law firms and Mansfield Certification 19:38 – AIM updates and transition to Tanya Zion 21:01 – Engagement down while retention rises – Gallup insights 26:31 – Rethinking the manager's role and clear expectations 29:10 – AI, cognitive offloading, and critical thinking risks 35:01 – Celebrating incremental wins and practical leadership takeaways Be sure to "Like" and Subscribe! Learn more about becoming a member of AAIM at https://aaimea.org

Today's Sports Daily covers a Drake Maye correction, is Sam Darnold still turnover prone, what former major NFL event is happening tonight, NFL International locations next year, and Giannis talk.Music written by Bill Conti & Allee Willis (Casablanca Records/Universal Music Group)  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Can the Patriots can beat the Seahawks without causing a turnover?

It's estimated that organizations spend somewhere between 50% to 200% of an employee's annual salary to replace them, depending on the level and complexity of their role.Not only that, when someone leaves, it impacts morale, our organization, and ultimately our mission. So, it benefits nonprofits to keep our employees.In this episode, we talk to Rachel Platt, an HR leader and people strategist with  over 20 years of experience who helps nonprofits think through their entire talent lifecycle from hiring to exiting.We are exploring the reasons behind the seemingly normal high turnover in the nonprofit sector, the role of learning and development in reversing this talent loss, how to use this to get buy-in, and low-cost ways to develop and engage your staff.▶️ The Real ROI of Reducing Turnover (and How Training Helps) with Rachel Platt ▶️ Key Points:0:00:00 From in-house HR to Plattinum Consulting0:08:45 What's really behind high nonprofit turnover0:12:59 Low-cost ways to develop your staff0:17:55 The far-reaching benefits of training your staff0:24:06 How to get training buy-in from a retention POV0:29:04 What the best learning leaders are doingResources from this episode:Catch up with Episode 103: 5 Low-Cost Leadership Development Activities for Organizations with Tight Budgets.Also listen to Episode 168: Create Environments Where People Stay, Grow, and Thrive with Julie Winkle Giulioni.Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveWas this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

Brian From sits down with Jonathan Masters of Park Community Church to talk about pastoring in a city defined by constant movement, change, and opportunity. Jonathan explains Park’s unique model as a family of interdependent churches, the beauty and tension of shared leadership, and why seeing others grow in their gifts brings him the greatest joy. Together, they offer a hopeful picture of what God is doing across Chicago—far beyond the headlines—and why the gospel continues to flourish in the city’s neighborhoods.See omnystudio.com/listener for privacy information.

Equal-weighted index funds sound like an elegant solution to some of today's biggest investor anxieties: high market concentration, elevated valuations, and outsized influence from a handful of mega-cap stocks. In this episode of the Rational Reminder Podcast, Ben Felix, Dan Bortolotti, and Ben Wilson take a deep, evidence-based look at whether equal weighting actually improves portfolios—or simply introduces new risks under a different name. The discussion breaks down how equal-weighted indices differ fundamentally from traditional market-cap-weighted indexes, why equal weighting has historically outperformed in certain periods, and what's really driving those results beneath the surface. The team explains how equal weighting tilts portfolios toward smaller, cheaper, and more volatile stocks, while also systematically trading against momentum due to frequent rebalancing. Key Points From This Episode:   (0:01:10) Introduction to Episode 394 and discussion about declining enthusiasm over long podcast runs. (0:02:00) PWL Capital's growing work with institutional clients and why index-based approaches are rare in that space. (0:05:12) Episode topic introduced: equal-weighted index funds and why listeners keep asking about them. (0:06:00) Definition of market-cap-weighted vs. equal-weighted indexes using the S&P 500 as the main example. (0:07:14) Historical outperformance of equal-weighted S&P 500 indexes and why start dates matter. (0:09:00) Equal weight vs. cap weight performance over the last decade: meaningful recent underperformance. (0:10:21) Market concentration concerns and why equal weighting appears attractive during periods of high valuations. (0:12:00) Why market-cap-weighted indexes do not mechanically buy more overvalued stocks as prices rise. (0:16:14) Trading costs explained: explicit vs. implicit costs and why turnover matters more than TER. (0:19:16) Capital gains, tax efficiency, and reporting differences between Canadian and U.S. funds. (0:21:07) Market concentration historically shows little relationship with future returns. (0:24:58) Volatility comparison: equal-weighted indexes are meaningfully more volatile due to small-cap exposure. (0:25:12) Equal weighting increases exposure to small-cap, value, and high-volatility stocks. (0:28:58) Sector distortions created by equal weighting and why this represents uncompensated risk. (0:31:21) Unintended consequences: sector bets, security-level overweights, and forced rebalancing. (0:32:30) Turnover is roughly 10× higher in equal-weighted funds than cap-weighted equivalents. (0:33:15) Equal weighting behaves as a systematic anti-momentum strategy. (0:34:02) Multi-factor regression results: positive size and value exposure, negative momentum loading. (0:36:33) Rebalancing frequency trade-offs and how quarterly rebalancing amplifies momentum drag. (0:42:21) Comparison with alternative approaches that target similar factor exposures more efficiently. (0:44:47) Why backtests are seductive—and why live fund results matter more. (0:47:40) Investor behavior, uncertainty, and the constant search for strategies that "fix" the market. (0:48:41) Factor investing in disguise: most deviations from cap-weighting are just factor tilts. (0:53:06) Equal weighting as an acceptable strategy—if investors understand and accept the trade-offs. (0:57:18) Listener feedback, enthusiasm jokes, and discussion about Spotify video uploads and audio speed. Links From Today's Episode: Meet with PWL Capital: https://calendly.com/d/3vm-t2j-h3p Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582. Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on YouTube — https://www.youtube.com/channel/ Benjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/ Dan Bortolotti — https://pwlcapital.com/our-team/ Dan Bortolotti on LinkedIn — https://ca.linkedin.com/in/dan-bortolotti-8a482310 Ben Wilson on LinkedIn — https://www.linkedin.com/in/ben-wilson/ Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)

Kiera is joined by Dr. Paul Etchison to talk about changing the mindset of turnover = failure. This transition is part of the evolution of leadership. Both Kiera and Dr. Etchison share their own experiences in remaining true to core values, and keeping their definitions of success separate from whether a team member stuck around or not. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera and today is an extra special day. I have one of my faves and every time we podcast, people say, you two just seem like you love each other so much. And I really do. I've been to this man's practice. We've been friends in the industry for I don't even know how many years pre-COVID. That's a long time. And we've been on each other's podcasts a lot. He has an incredible podcast. He's an incredible human, incredible friend, incredible mentor. I got the one and only Paul Etchison on the podcast today. Welcome. How are you today, Paul?   Paul Etchison (00:28) Hey, I'm good. And I was just thinking about how you mentioned like the pre-COVID thing. You texted me a picture of when you came into my practice for two days. And it was like before COVID. And what was funny about it, and I don't know if it's funny or not, but like I looked at it and half of my team has turned over. They're all new people. So I know. ⁓   Kiera Dent (00:36) cute.   Mm-hmm.   It's real life, Paul. That's real life. It is funny and isn't because I go back and I used to   be embarrassed about that. So let's just kind of highlight on that. I used to actually be very embarrassed of like, my gosh, I don't have senior team members. And like, I hate the question. There was a hot minute. The Dental A Team felt like I was Johnny Depp in the middle of the ocean and my boat was full blown on fire. And I was like, I just hope another one shows up soon. Like I hope something comes. ⁓   And then I realized that's business ownership. Like that's real life. And yes, we built these great cultures, but you outgrow team members and team members outgrow you in life circumstances. And I'd rather be honest and real rather than perfect. And so the fact that like teams shift in a lot, mean, shoot, I used to have this vision board, Paul, you want to hear how ridiculous this was? And I took the team and I put them in the one year, the three year, the 10, and I just had this like same team follow with me. That lasted me for like six months. And I was like, rip this thing up.   Paul Etchison (01:31) Yes.   You   Kiera Dent (01:40) It's   gotten better, it's stabilized, but I think that that's real life. So thanks for talking about it.   Paul Etchison (01:44) It's hard,   yeah, I mean, we look at it and I think like the beginning of my practice career, I had very little turnover, but it was, I had to put so much into keeping that. Like it was such a hard thing to keep going. there was a lot of team members that I kept and I was able to make them happy and I was able to have it be a productive relationship and they were good at the practice. But sometimes I look back on it I'm like, man, it was just, that was a lot of energy I put into one person. I should have just moved on.   So that's how I practice now. It's different. There's a little bit more turnover and I think that's normal and that's part of business ownership. So we're okay.   Kiera Dent (02:16) What changed in your mindset for that? I have so many questions for you today. You guys, Paul and I, when we get on the podcast, it really is just like a free for all. And Paul has no clue. I have a full plan of what I'm asking you today, ⁓ but it's going to be a free for all rift of business ownership of teams. How did you change that perspective? Because I think so many people chalk that up to, I'm a failure of a boss if I've got turnover. Like I had a doctor the other day on a coaching call and she's like, Kiera,   Paul Etchison (02:19) Yeah.   Kiera Dent (02:42) What am I going to do for PR? Like I've got people turning over and how do I PR this? So anything is twofold. One, how did you get like mentally change that mindset? Cause I think it's a big mental game.   Paul Etchison (02:54) Yeah, for me, was everything that I've done in my career as far as like leadership growth and stuff, I think has always stemmed from some period of just struggle and burnout to some extent. It was like, I got to the point where I was taking everything that happened at the practice personally, every upset person at upset employees, they're bothered about something. They're they always, I mean, they're telling you how you should be doing things that not realizing that there's very complicated solutions. And sometimes there's not perfect solutions. A lot of times there's   perfect solutions. So I think what changed for me is I started looking at it from a point of my mental sanity saying I can't attribute my feelings on the happiness of all these team members anymore.   And all I need to do is just be very clear on what I want, be very consistent with the way that I treat them and hold them to that standard. But ultimately, I'm putting the ball in their court. It's up to them. And if they want to play ball, cool. If they don't, that's cool too. We can still be friends and you can go to some other office where it's more to your liking. But the biggest change for me was just realizing I can't be everything to everybody. And I did it for a long time and it was really exhausting. And I worked through that and I feel a lot better   it.   I think my team   is better for it.   Kiera Dent (04:08) Yeah, no, I don't disagree. And I'm glad you talked about that. It's been fun. think Paul, you felt like, I don't know, a big brother to me when we met and I came out to your practice and the fun things we've been able to do together and just the differences. ⁓ I think as we've grown up in the industry together, but I, I admired that because I always thought you had this amazing team. And I think to hear your version and then my version at the same time was very similar. I just realized like,   We got a killer team. Like this is an amazing company. And I think when I evolved to you're so lucky to work here, you're so like not in an egotistical way, but I think in a confidence way of like, this is a great place and we're going to attract people. I started realizing like I had confidence to make offers of what we actually wanted to pay versus what I felt like I had to chase to get people to be here. ⁓ we pivoted and I used to like chase all the time and try to be everything for everybody. And then I'm like,   Why am I doing this? Kiera, like you have built a company and a culture and a space that people love. And yes, there are changes and I will continue on forever evolve. I don't think that we're a perfectly set company, but I think that we're a pretty great, awesome place to work. And I think when I became centered, confident in me and what I was providing in the culture without having to be everything, I noticed I actually attracted a way different type of employee. I attracted somebody who wanted that same style. They, it,   It was like no more like games. think in like compensation and all this, it was more just centered. It was like, this is what we do and this is who we are and I want great people. And I also think it was very much attributed to like, got dialed in on core values. And I was like, I'm sticking to these. These are like rock solid. do not deviate from that. And if you don't fit. Fantastic. There is another opportunity, like go find your dream place and we're going to find our dream team member. And I say that in a very like confident, hopefully not egotistical. And I think you, sounds like you did a similar thing, but I.   I will say, I think you go through a space of realizing you're not a failure. It's an evolution. I think of, of leadership. It's almost like going from, I don't want to say immature. It's more like children and how's they grow. Like, I don't think a little baby is a failure for having that knowledge and that mindset. And I think some of us, are toddler baby owners. Like we've never done this before. We don't know. So we're going to have a different mindset. And then you just start to morph and evolve just like   Children grow up and they morph and evolve into these teenagers, into these college students, into like the prime of their life. To me, that also feels like a maturity of leadership as well to being confident with that.   Paul Etchison (06:42) Yeah,   I love that you point that out too, because we do, we hear a lot of complaints from our team members and then we start to, it starts to add up and then we start to really doubt.   Did we really create a great work environment? I mean, we just had an all day meeting maybe about two months ago, maybe six weeks ago,   like that. And one of the questions I asked, we use this thing called Slido. It's just in real time, you put on a PowerPoint slide and everybody can vote on their phone. There's a million like programs that do this. But I asked the whole team anonymously on a scale of one to 10, how fun is it to work at Nelson Ridge Family Dental? And I was terrified to throw that   Kiera Dent (07:03) Thank   Paul Etchison (07:19) there. I had no idea what people were going to say.   Kiera Dent (07:20) I don't blame you.   Paul Etchison (07:22) It was everybody was like eight, nine. There was like three or four sixes. Now I have 30 something team members.   So the   Kiera Dent (07:29) Yeah.   Paul Etchison (07:30) of it was very good, but it was, it was scary.   if you would have asked me what I thought it was going to   Kiera Dent (07:35) Mm-hmm. Mm-hmm.   Paul Etchison (07:37) I did not think it was going to be that good because the squeaky wheel gets the grease. This, you know, that's what we hear. That's what we focus on. And it reminds me of this one coaching client I had, cause I coached dentists as well. had a coach coaching client named Isaac and he did very similar to you.   choir practice, he really got deep into the foundational core values of this is what the practice is. And   turned over his entire team and he said, I feel like such a failure. I feel like everybody's leaving. I feel like I'm just turning everybody off. Patients are coming in and asking where everybody is. I just don't think my leadership's good. And I told him, just hang through,   Hang, you'll find your people. And then six months later, he was like, I cannot tell you how much I love my team. And so I think the message of what you and I are saying, Kiera, is that no matter   Kiera Dent (08:12) Mm-hmm. Mm-hmm.   Right.   Paul Etchison (08:22) what you want to do with what kind of vision you have for your practice, your team's out there. They are there. They are waiting for someone to take charge and just make it a big deal that that's the type of people we have at this practice.   Kiera Dent (08:26) Mm-hmm.   Paul Etchison (08:33) So if anyone's listening thinking like, have this issue at my office, get those core values out, talk to the team about it. Don't just like leave it on a document, bring it up with ⁓ a meeting and say, guys, this is what I truly want.   And sometimes apologize. I'm   I haven't been holding everyone to the highest regard or the highest standard, but I'm ready to do it and I need your help. So I love that you brought up those two points. Those are amazing things and I think everybody struggles with that.   Kiera Dent (08:55) Yeah.   I think, and I think that that's something that I feel you and I both strive to do is tell people feel like they're not alone. I think so many doctors feel like I'm the only one out there. I'm the only one who can't keep my team there. I'm the only one who has team turnover. And like, this is not the path that we were even on my radar to head, but I think it's obviously the most important path for people to hear. ⁓ I think Paul, it's the no judgment. It's the hang through it. It's, ⁓ having a guide, a mentor who's been there, done that, done that successfully. I mean, you and I can both like,   Gosh, you like grit through that and it's painful. But I also believe that while yes, painful, I feel it's an evolution of soul that you actually internally are craving. I don't believe that we rise to the call until we're ready. Like Kieran 2020, when I'm sitting on Johnny Depp like boat in the ocean, it was on fire. I was not ready for the call and the evolution that came in 2024 for me.   Like I just, wasn't ready for it, but come 2024. And I think it's a, it's a shedding, it's a shifting. It's a, like, I call it like the skin sloughing. Like it's like a snake, like you're leaving it behind. It's, I watched penguins when I was in Antarctica, like small flex there, Paul. Like the Antarctica trip was pretty rad. And we watched it. Right? We went to Antarctica. Penguins are so cute and they smell terrible. Like they're like little ketchup bottles that just squirt poop all day long. And it's disgusting.   Paul Etchison (10:11) I was just going to follow up on that. Whoa.   Kiera Dent (10:25) but they were molting when we were there and they just looked absolutely miserable. Like they sat there and they told us like, please don't touch the penguins. like, these look just, they're like, it's very painful for them. They're having to completely molt off all of these feathers. And I think that that's how I feel a lot of business owners are like, are you going through that molting process? But again, just like those penguins, just like us, I really do believe that when we're ready to be called to that higher level, one, you're not alone, two, you don't have to go through it alone.   Three, it's normal and it's part of growth, but like, there's also, you don't have to grow until you actually want to. Like, it sounds like Isaac was just ready. Like, I'm ready, I'm done. Like, I've hit my limit. I was ready, I was done. I was like, we are having a complete culture shift. Like, we're done and like, it needs to evolve. Sounds like you had it. But I also feel, and I don't know how you feel, Kieran 2020, Kieran 2024, even into 2025, leadership culture company.   keeps evolving. don't feel like I have as many of those like huge molting in 2020, huge molting in 2024, 2025. It's more of a shift in a refinement rather than a full molt. But that's, think how, at least for me, that's how I think I view leadership is.   Paul Etchison (11:37) Yeah, totally agree. It's like we go through these stages of leadership growth. And I remember for me, like leadership all the way up to COVID was like system, system, systems, consistency with team. And my team grew to like 35, 40 people and it got really unmanageable. And then when we came back from COVID from being shut down, I really wanted to try to do something different. And I wanted to keep that. ⁓   I just loved when we were shut down for COVID. I loved how it felt. It felt easy. And I said, I want that, but I don't want that craziness when we open up again. And when I did, I started to feel that same craziness. And I was going to therapy at the time. And like the therapist will tell you, just change your expectations. Don't take everything personally. And what I learned through that is there's no amount of therapy that can   broken leadership   Is that I had systems, I had consistency, but my team   had outgrown those systems. We needed more systems of leadership. So the next stage in my leadership was learning how to lead leaders and truly delegate and truly give them the autonomy to do everything. And when we did that, everything got so much better. there was parts of me that was like, I'm not the right person for this level of organization. not the right person for this size of a dental office. I'm just too anxious. I take   Kiera Dent (12:41) Mm-hmm.   Paul Etchison (12:59) too personally. And ultimately, I think it was just I   Kiera Dent (12:59) you   Paul Etchison (13:02) set up, I didn't set up my organization the proper way. So that was the next level up for me. And I think that's me shedding my skin finally once and for all to learn how to lead leaders. And who knows what's   Kiera Dent (13:14) Paul, I think that you are actually a really good example of letting go of control. How do you do that? Like,   I remember talking to you one day, this is offline, hopefully I'm not oversharing. And you're like, a lot of people say, like, what are you going to do if you retire? And I know you sold your practice to a DSO and you're like, I've never looked back. Like it was great. Um, you're like, I'm actually the person who's okay to just like sleep in and do nothing. Like I really am okay with that. Like, how did you let go of that control with your team? Um, knowing that they weren't going to do it exactly like you, like, I think people have this in theory. They try to do it, but.   Paul Etchison (13:23) No, of course not.   Kiera Dent (13:49) Like that's another molting. That's another really hard gap to go from full control. You're in charge of everything to I'm stressed out. Now I'm going to let team members take over and maybe you're, maybe you're an anomaly, maybe you're a unicorn, but how did you do it?   Paul Etchison (13:59) Yeah.   I think it's like we talked about the growth, but I think where we screw up as practice owners when we do this is we get upset that the team members are not doing exactly the way that we would do it. And there needs to be some wiggle room. There needs to be a lot of forgiveness. But ultimately, there's got to be clarity. And not enough practice owners are having the conversations with their team members. Like I always say, like, I'm coaching dentists all the time, and they're telling me about these issues they're having at their practice. And I'm saying, well, why do you think that is? And the answer is like, well, it might be this.   kind of think it's this and it's like, well, get curious, ask, ask your team. So for me, it was about telling my team what's expected and when   Kiera Dent (14:36) Mm-hmm.   Paul Etchison (14:42) didn't meet expectations, instead of like dancing around it, just going right at the   getting curious, what is going on with this? What is, why is this not happening? And then always like, you know, if you ask the right questions, the next step for any leadership, any leader is to validate their perspective.   no matter what it is and that will go so far. If you take one thing out of this podcast, do that. When your team members share something with you or if you're getting curious, asking them why things are happening, how they're feeling about something, validate their experience and watch how much they open up and they're.   open to behavior change and other options. And then that allows you the opportunity to then ask and invite participation in the solutions. What do you think we should do?   I noticed our cancellations are getting up there. Like, what are we doing about this?   What do you see happening? Getting curious. And they're saying, well, I don't know. Like, I got to ask some more   OK. And then validate their experience. I totally see how maybe you got busy with your other things and you haven't been asking your team. But we've got to ask the team and find out just so many little things.   For me, was getting out of the way, being clear with expectations. But then instead of trying to go around my leads and my leaders, my practice and go around them and deal with the other other teams myself, I let them do it and I let them fail and I help them and I support them.   And I think I know there's a lot of like team members that listen to your podcast, Kiera. I would hope if you're listening to this and you're team member, I would hope you understand how valuable you are to an owner. If you can take things, find solutions and hold your, your team members, your fellow coworkers to a certain standard, like you would be so valuable. Everyone's like, well, how can I get a raise? How can I contribute more value? I would people on my team, my leaders that do this for me, they are so valuable to me and every owner.   is just waiting for somebody to step in and fill that role. I mean, every practice could use   Kiera Dent (16:38) team members, their number one objective is to make their doctor happy.   every day, all day. That's like what my job is. That's what I want to do. That's how I want to serve. That's how I want to help out. ⁓ And I think as owners, I think it can be easy to see all the problems in your team. But I think it's what pair of sunglasses do I want to put on? Do I want to put on the one where I see like, what's wrong is just as available as what's right. Both are always available in every single scenario, every single situation. And so what are we bringing to the table and how are we looking at these different things?   How are we guiding our teams? How are we guiding our leaders? How are we showing up as leaders? How are we like, what is the filter I'm putting on every single day? Like those, those two sunglasses are right there as you walk out the door and which pair are you choosing to put on? Cause you're going to influence impact and create a team. No matter what we see what we want to see. And I believe that we create our own realities. I believe that reality is what we believe it is. And so, ⁓ I think shifting that seeing that, and I think having just a bigger plan, a bigger vision. know when I got very crystal clear of where am I headed?   What is my role? Like, this is gonna sound funny, Paul. I literally Googled like, what does a CEO do? I think doctors come out of school, like you're a doctor, like you do the dentistry, like that's what I'm supposed to do. And I remember one day I was sitting there and I'm like, what is the CEO even supposed to do? Like, I don't even know, like, like really, like where is a CEO, like dictionary, like job description, I realized, got it. It's profit, vision, and culture. Like those are really my main things. Stay out of the weeds and like go for it. And...   Paul Etchison (17:43) you   Kiera Dent (18:04) That's what I'm bred to do. Bring the great ideas, bring those different pieces. That's my job. That's my responsibility. I think dentists also have the second tier of you do dentistry too. So you are a clinician in there and then you have those pieces. But driving culture, driving a culture of accountability of fail, fail forward. like, gosh, I just read this really awesome book and they said, we measure it by outcomes, not activity.   Like just stuff like that. Like you start to become this person who wants to evolve your culture, evolve who your team is, evolve who you are as a person. And I think Paul, even in just knowing you, I think there's been an evolution of who you are as well. ⁓ I think that is just, and hopefully I've evolved too, like fingers crossed there's been an evolution and I'm not as quite, I don't know. I think we keep the best of ourselves. And then I think just evolve into our 2.0, 3.0, 4.0 levels. I guess I just asked the questions of   Paul Etchison (18:42) Absolutely.   Kiera Dent (18:58) I think you've got a fascinating story. You were full, full practice owner. You were in there. You sold out to a DSO. You're still in your practice. You still train. You, you've evolved. If you were sitting back when I met you, what would you tell that Paul of what you know today that would have made that whole experience, whether you're selling, whether you're growing, evolving. I mean, you have a very large practice. It's been real fun to watch you and your practice and everything. What would you have told that Paul?   Paul Etchison (19:27) Yeah, and this comes up a lot with my coaching clients. A lot of people ask me that. And one of the things, if we're looking at our practice, and I'm going back to the beginning, is if we want to sell our practice, if we want to cut back our days, if we want to have the most profitable practice ever, a lot of the times the strategy is identical. We're just trying to go through and create more freedom for ourselves as practice owners by empowering our team, getting them to do a lot of the responsibility.   Kiera Dent (19:48) Mm-hmm.   Paul Etchison (19:57) to be accountable for a lot of the stuff. So I think if I could go back and tell myself again, man, first of all, just stop taking everything so personal. And you come in and you look at it with these different lens of leadership and maturity and all these leadership skills. It's not just at the practice. It shows up in your relationships with your spouse, with your friends, with your kids, like all these things. Like it's all intertwined. But I would have much earlier got the leaders going in my practice because one of the things   Kiera Dent (20:16) Mm-hmm. Mm-hmm.   Paul Etchison (20:27) happen through my practice sale is I just like I mentioned I felt like it wasn't I'm not cut out for this I'm sick of being miserable I'm sick of being stressed I'm sick of taking it home and I'm sick of taking it out on people that I love and so when I sold it I said okay I'm on my three-year exit plan I'm getting out of here I'm moving on I don't know what I'm gonna do but I'm gonna move on so I said you know my associate partner Dr. Kathy she owns part of the practice too   I'm gonna pass it to her and maybe she won't be able to do it as well as me. But I need to set this up so she is just, I wanna bless her with this amazing practice that runs on its own. And in the process of setting that up with my leaders, I realized, dang, I don't know if I would have sold. And I'm still happy I sold, don't get me wrong. I'm not saying I would have, but that's what I would have tried to do early in my career. I would have went, who are the leaders? ⁓ The whole thing with like the Dan Kennedy of the who, not how. Not how do we do it, but who's gonna do this?   Kiera Dent (21:11) Mm-hmm, mm-hmm, mm-hmm.   Right.   Paul Etchison (21:25) And I would have leaned into that a lot more because I think I would have been a lot happier. I would have been able to enjoy the journey more. But at the same time, it's like we learn from our mistakes and you got to make the mistakes to learn from. So it's like, so that whole Catch-22, would I change anything? I don't think so because I wouldn't be, if I didn't have the same experience, I wouldn't be the person I am today. But man, I wish I had learned it earlier. That's for sure.   Kiera Dent (21:45) Sure.   It's fair. And I'm actually happy to hear that because I feel like this is like the DSO conundrum and like the cell. And I'm happy to hear you say that because it validates what we try to coach on to. So many doctors are like, I'm just going to sell. And I'm like, well, let's just look at this. If you sell, let's look at what your life will look like on the other side of it. Let's look to see where you are today. And really, let's get to the root of why do you want to sell? And I think, Paula, if we would have asked you that same question.   Why did you wanna sell? My hunch is it was all these problems, all these issues. It was just like, I'm sick of it. Like, let's just pass this on. Let's move on. When a great leader, a great office manager, a CEO, a CFO could have easily come in, taken over for you. You could have had the exact same scenario. You just would have owned it and had more options on the table. Like you said, it's not right, it's not wrong. But I think like for everybody listening, I think today is a good reflection of one, are you going through a molt? Like, are we molting anywhere?   ⁓ and do we, or do we need to molt? Like, is there something we need to shed, let go of identity wise? And then two, I like to do this reflection a lot. And I encourage a lot of people to do it. It sounds like Paul, you do it. Like when we're in these issues in these problems, are we stopping and pausing and asking like, what is the root? Not the symptom, the top line symptom is like, I'm so stressed. And I got this and this and this, but like, do we ever stop and pause to dig to that route and find out   what is really at the root. For me, I often have many journals that are like this, this, this, and I just like list it all out of all these things are frustrating me. But what I'm trying to do is find what is a thread? What is the piece in that that's causing the chaos because then we go fix that. And that's what I love in practices because 99 % of the time what people tell you on the top line, so coaching offices, coaching doctors, coaching teams, like Paul, you know this, I know this. What people tell you at the top is not really what's the problem.   It's the bottom layered, there's something rooted, there's something under there. These are just symptoms on the top. Same thing with patients and case acceptance, right? It's the up at the top, what they're telling you is not really what they're feeling. And all you gotta do is just dig under, find out what that root is and stress and that will go away. And so Paul, thank you for, I just am curious. I've always been curious, like, would you have done something differently? Of course we never can, like, no, we're not going to. But if I could go back and tell that younger self things, like,   Kyri, get rid of your ego, honey. Like trust your team, trust that team to do amazing, trust them to do better than you are, trust them to be better than you, trust them to make better decisions than you do, because I want to create that kind of a team and me believing that is going to ultimately turn my team into that. They have the whole study about teachers with kids and IQs and like if they believe that they have a stronger IQ without doing anything different, that child actually ends up with a higher IQ. Well, why don't we take that same principle and apply it to our teams and see what happens.   Paul Etchison (24:23) Yeah.   It's so true. And I love that you say like the reflection that you did, because I noticed this with my coaching   is that there's a lot of, there's a lot of how, how do we do this? How do we fix this? But I think anyone listening, if you just sat down in a dark room, maybe not dark room, but you're sitting down in a quiet room for 30 minutes and you reflect it, what do I really, you know, I do this with my coaching clients. We call it a practice clarity and frustration exercise. What do we, what really bothers you with the practice? What is it that really just, you know, grind your gears,   it down and it sounds simple but once you write it down you can like visually see it and start to brainstorm for solutions and you start to make this progress that not only affects the way your practice runs but the way that you're the way that you feel and I think ultimately as practice owners we need to realize that the CEO hat you mentioned what does a CEO do we need time for that and we don't have time for that when you're doing four or five days of dentistry that's why when I'm working with clients the first thing I'm gonna do with a practice owner is I'm gonna get them down to three days clinic   Kiera Dent (25:10) Mm-hmm.   Paul Etchison (25:27) And it always works. so inefficient. There's so many things we can do with scheduling and efficiency and production that we can get you down to three days clinical. But now you've got that extra day to put on that CEO hat, to reflect on the things, to write down and figure out what your plan of attack is. I mean, that's what I've got a workshop coming up in February that that's focused on that. How do we get you down to three days? And that's all I want to do in this three day workshop. We're, of course, doing these reflection activities. But I think this is over the course of my career and working   Kiera Dent (25:27) Mm-hmm.   Paul Etchison (25:57) with people, that's what I've seen moves the needle the most. We need time and we need to give the energy where it's due. And it's not, we   be 100 % clinician. It just doesn't work that way.   Kiera Dent (26:09) Yeah, no, Paul, I love that. And think that's such a fun thing. I think dentists need this. Dentists need to have their vision, have their clarity. But I think from today, the wrap is it started out with a photo, unexpectedly, of this is what we're ⁓ kicking the day off of, going from where we were to where we want to be, ⁓ looking at that, reflecting back, seeing. Because   Paul Etchison (26:23) Yeah. How do we get here?   Kiera Dent (26:34) There's a client that you and I both know. They're pretty well known ⁓ that we work with. whenever I work with, gosh, it's so many practices. I think there's like 300 employees and I'm like, gosh, I remember all their names every time. ⁓ But they talk about how sometimes the best learning is just remembering. Remembering where we've been, remembering where we're going to go, remembering things that we've learned looking there. So it's like remembering where I've been so that way I can kickstart and project into where I need to go.   using your team to get there. Your team wants to be your best asset for that. So Paul, those are kind of my wrap thoughts. I know today has just been a real fun day. Always enjoy a good podcast with you. Any last thoughts you have?   Paul Etchison (27:15) No, you know, I would just close it off with   having the listener just believe, just believe in the possibility of what's going, what is possible with your practice. ⁓ There was a point where we talked about reflection. I reflected and I said, I wrote down everything I do at the practice and I wrote down how many of these activities bring me joy and how many of them I hate. And I believe it was something like 80 % of them I hated. So that's no way to live your practice life. You spend a lot of time at work. So why not do the reflection and put the time and energy into   Kiera Dent (27:38) Mm-hmm.   Paul Etchison (27:45) Making your practice a better place to be at it's not just gonna affect you. It's gonna affect your family. It's gonna affect your team ⁓ There's big your ripples that come from this little thing So I would say sit down find a coach find a mentor read some books it is possible believe in yourself and It all starts with the planning so sit down and write down some things journal love it   Kiera Dent (28:09) Journal it up. Well, Paul, I appreciate you so much.   I ⁓ just love what you're doing for our community. I love the things that we're able to accomplish together. ⁓ And yeah, guys, check him out in Dental Practice Heroes podcast. He's got some great stuff over there as well. ⁓ Paul, so good to have you on the podcast. I think you mentioned the event in February. If people want to know more about that, how do they connect with you on that?   Paul Etchison (28:35) Yeah, go to DentalPracticeHeroes.com slash freedom. So that's where the information on the three day workshop, it's going to   awesome. And I'm doing a money back guarantee. If you don't think you liked it, if you don't like what you signed up for, I'll give you all your money back. I believe in it that much. And I know from me coaching for the past six years, I know this is what produces results. So go check that out,   more about the courses, check out the podcast. And I'm always happy to talk to any listeners if they want some help or they just want to find out what we're more about. Please just go to the website, DentalPracticeHeroes.com.   dot com.   Kiera Dent (29:06) Amazing. Paul, thank you so much for being on the podcast. For all of you listening, I hope you do take the time to reflect. I do hope you think about where you want to go and what you want with your life. And just appreciate you guys all being here. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Growing accounting firms often misdiagnose turnover and capacity issues. Erin Daiber explains why these problems usually start at the partner level, how trust breakdowns create hidden churn, and what firms must fix first before hiring or offshoring. The firms that stabilize fastest focus on leadership alignment, clear expectations, and disciplined workflows. Resources: Erin Daiber's LinkedIn - linkedin.com/in/cpacoacherin

This RamNation Radio episode is brought to you by Pedersen Toyota, your Local Toyota Dealer Serving Fort Collins, Loveland, Windsor and Timnath for more than 50 years. It is also made possible by Ginger and Baker — our favorite restaurant(s) in all of Fort Collins, and Ram Zone (powered by the CSU Bookstore) — the best place to get all your Ram gear. Voice of the Rams Brian Roth us fresh off the trip from San Diego to break down CSU men's basketball's ugly 73–50 blowout at San Diego State — why the Rams unraveled under pressure, how the turnover problem has become a full-on trend, and what it says about CSU's ceiling the rest of Mountain West play. Then the conversation pivots to football: roster updates, what the staff's transfer class is shaping up to be, Roth's impressions of Coach Mora as a leader, and the latest Pac-12 planning buzz — from conference scheduling and championship format to bowl tie-ins, expansion strategy, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This week on the Oakley Podcast, host Jeremy Kellett interviews Martin Garsee about the realities of truck driver training, the mission of the National Association of Publicly Funded Truck Driving Schools (NAPFTDS), and the evolving landscape of industry regulations. The discussion covers training program structures, student recruitment, job placement, lifestyle challenges for drivers, the importance of professionalism and customer service, and adapting to new rules like English proficiency and automatic transmissions. Key takeaways include the value of networking in education, the need for realistic career expectations, the critical role of thorough, ongoing training for both new and experienced truck drivers, and so much more. Key topics in today's conversation include:Welcome to Today's Episode and Thank You to Sponsors (0:58)  Martin Shares His Background and Experience (4:46)  Discussing the National Association of Publicly Funded Truck Driving Schools (9:17)  Explaining Recruitment and Student Advertising Approaches 14:13)  Truck Driver Training Program Structure and Classroom Details (17:08)  Challenges of Over-the-Road Versus Local Trucking Work (19:21)  Turnover and Misconceptions in the Trucking Industry (21:02)  New Government Regulations and English Language Rules (25:21)  The Impact of Regulations on Training and Industry Operations (29:55)  Job Placement, Recruiters, and Company Training Partnerships (31:18)  Realities and Stages of Early Career Truck Drivers (35:06)  Importance of Professionalism and Personal Appearance (37:36)  Customer Service and Working With Clients in Trucking (40:06)  Shift to Automatic Transmissions in Trucking Programs (42:07)  How to Get Involved and Contact Information for Martin and Associations (44:42)Oakley Trucking is a family-owned and operated trucking company headquartered in North Little Rock, Arkansas. For more information, check out our show website: podcast.bruceoakley.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, we're joined by analyst Francois Sonneville and relationship manager Jonathan Magel to discuss the biggest news stories from the past 30 days, including: The US issues new dietary guidelines for alcohol consumption. Will it impact consumption or regulatory pressure? The CEO of Heineken will be stepping down later this year. Virtually every major alcohol business has seen executive turnover in the last 18 months. Does this signal a shift in our expectations for a quick return to growth or a resignation that the problems are more structural?  Recent reports suggest Republic National Distributing Company, the second-largest wine and spirits wholesaler in the US, will sell operations in seven states to Reyes Holdings, famously not a wine and spirits distributor. Could this signal an end or just the beginning of upheaval in the US wholesaler landscape?  The advent of GLP-1s in pill form and the lower pricing will inevitably lead to higher uptake. Should beverage companies have a "GLP-1 strategy"?  Want to sign up for our written research? Have a question, qualm, or story to tell, reach out via email: Bourcard.Nesin@Rabobank.com Check out the rest of our written research: rabobank.com/knowledge Note: The content and opinions presented within this podcast are not intended as investment advice, and the opinions rendered are that of the individuals and not Rabobank or its affiliates and should not be considered a solicitation or offer to sell or provide services.   Disclaimer: Please refer to our global RaboResearch disclaimer at https://www.rabobank.com/knowledge/disclaimer/011417027/disclaimer for information about the scope and limitations of the material published on the podcast. 

Too many leaders treat turnover like a problem to fix when it's really the result of deeper leadership dysfunction.In today's Multifamily Operator Tip of the Day, we get honest about why people really leave:- Unclear expectations- Inconsistent support- Limited growth- And yes—poor leadershipIt's true: People don't leave companies. They leave managers. You've likely heard it said before! Exit interviews? They're too late. You need real-time insight. That means:- Watching body language in meetings- Listening to the grapevine with discernment- Running touchpoint surveys- Actually checking in before the resignation letter hits your deskCulture is tangible. It smells like apple pie or dirty socks. You'll know which.Fix the leadership. Fix the system. Fix the culture. And retention will follow.Subscribe now and come back tomorrow for one of the most impactful retention strategies we've got.Blog: https://www.multifamilycollective.comBook: https://amzn.to/3YI6BDaSupport comes from: https://www.365connect.com/?utm_campaign=mmnHosted by: https://www.multifamilymedianetwork.comJoin me at Cultivate 2026: https://naahq.org/events/cultivate/sessions

(0:00) Pats-Broncos thoughts(12:13) Could Jarrett Stidham lead a Broncos upset?(22:48) Drake Maye's turnover issues (31:38) More Pats-Broncos thoughts See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

A round-up of the main headlines in Sweden on January 22nd 2026. You can hear more reports on our homepage www.radiosweden.se, or in the app Sveriges Radio. Presenter/producer: Sujay Dutt

In this episode of Disruption/Interruption, KJ sits down with Joey Coleman, two-time Wall Street Journal bestselling author and expert in experience design and retention strategy. Joey reveals the shocking truth about employee turnover—costing businesses a trillion dollars annually—and shares his proven framework for transforming the first 100 days of any relationship. From his background as a criminal defense attorney and White House advisor to consulting with NASA, Volkswagen, and Zappos, Joey brings unique insights into why companies lose employees and customers, and more importantly, how to keep them. Four Key Takeaways The First Day Crisis (10:25) 4% of all new hires quit after their first day of work globally, and by day 45, that number jumps to 22%. By the one-year mark, 40% of employees have left—costing U.S. businesses approximately $1 trillion annually. The True Cost of Turnover (13:00) Replacing an employee costs between 100-300% of their annual salary just to get someone new into the seat—not including their actual salary and benefits. For a $50,000 employee, you're looking at $50,000-$150,000 in replacement costs alone. HR's Shift from Culture to Compliance (27:00) Over the past 50 years, HR departments have shifted focus from creating great workplace cultures to managing compliance, documentation, and litigation prevention—leaving no one responsible for making the workplace the best it can be. The Remarkable Organization Test (35:31) "The way you know you're running a remarkable organization is if you announce you're hiring and your existing employees immediately recommend amazing people they want to work with. In most organizations, internal referral candidates measure close to zero." Quote of the Show (28:12):"There is no one who wakes up in the morning, looks in the mirror and says, 'My primary job when I get to work today is to make sure that this is the best place that any of these people have ever worked.'" – Joey Coleman Join our Anti-PR newsletter where we’re keeping a watchful and clever eye on PR trends, PR fails, and interesting news in tech so you don't have to. You're welcome. Want PR that actually matters? Get 30 minutes of expert advice in a fast-paced, zero-nonsense session from Karla Jo Helms, a veteran Crisis PR and Anti-PR Strategist who knows how to tell your story in the best possible light and get the exposure you need to disrupt your industry. Click here to book your call: https://info.jotopr.com/free-anti-pr-eval Ways to connect with Joey Coleman: LinkedIn: https://www.linkedin.com/in/joeycoleman1/ How to get more Disruption/Interruption: Amazon Music - https://music.amazon.com/podcasts/eccda84d-4d5b-4c52-ba54-7fd8af3cbe87/disruption-interruption Apple Podcast - https://podcasts.apple.com/us/podcast/disruption-interruption/id1581985755 Spotify - https://open.spotify.com/show/6yGSwcSp8J354awJkCmJlDSee omnystudio.com/listener for privacy information.

NFL.com columnist and NFL Network on-air talent Jeffri Chadiha joins the Gregs for a conversation on the 49ers’ biggest offseason priorities, including how Jauan Jennings’ free‑agency decision could shape their roster. He also explores the league‑wide head‑coaching carousel and what the emerging power structure means for the next chapter of the AFC.See omnystudio.com/listener for privacy information.

Chronic turnover in the same positions is a signal leaders can't afford to ignore. In this episode, Hall of Fame keynote speaker Joe Mull, CSP, CPAE, explores why some positions are harder to fill and keep than others, and how leaders can improve employee retention, employee engagement, employee relations, and workplace culture in high-turnover roles. Joe introduces practical leadership questions that help organizations stand out in their industry and create jobs people actually want to stay in. He discusses ideas like job crafting, ongoing stay conversations, and rethinking quality of life at work, showing how small adjustments to roles and relationships can significantly improve the employee experience. The conversation also addresses the internal issues that quietly drive people away, including unhealthy dynamics and leadership behaviors that undermine trust, even when pay and benefits seem competitive. If you want to reduce turnover, strengthen employee relations, and build roles that attract and keep great people, this episode offers grounded insight leaders can apply right away. To subscribe to Joe Mull's BossBetter Email newsletter, visit https://BossBetterNow.com For more info on working with Joe Mull, visit https://joemull.com For more info on Boss Hero School, visit https://bossheroschool.com To email the podcast, use bossbetternow@gmail.com #transformativeleadership #workplaceculture #companyculture #talentretention #employeeengagement #employeeretention #bossheroschool #employalty Joe Mull is on a mission to help leaders and business owners create the conditions where commitment takes root—and the entire workplace thrives. A dynamic and deeply relatable speaker, Joe combines compelling research, magnetic storytelling, and practical strategies to show exactly how to cultivate loyalty, ignite effort, and build people-first workplaces where both performance and morale flourish. His message is clear: when commitment is activated, engagement rises, teams gel, retention improves, and business outcomes soar. Joe is the founder of Boss Hero School™ and the creator of the acclaimed Employalty™ framework, a roadmap for creating thriving workplaces in a new era of work. He's the author of three books, including Employalty, named a top business book of the year by Publisher's Weekly, and his popular podcast, Boss Better Now, ranks in the top 1% of management shows globally. A former head of learning and development at one of the largest healthcare systems in the U.S., Joe has spent nearly two decades equipping leaders—from Fortune 500 companies like State Farm, Siemens, and Choice Hotels to hospitals, agencies, and small firms—with the tools to lead better, inspire commitment, and build more humane workplace cultures. His insights have been featured in The Wall Street Journal, Forbes, Harvard Business Review, and more. In 2025, Joe was inducted into the Professional Speakers Hall of Fame (CPAE). This is the speaking profession's highest honor, a distinction granted to less than 1% of professional speakers worldwide. It's awarded to speakers who demonstrate exceptional talent, integrity, and influence in the speaking profession For more information visit joemull.com.

We analyzed 1,474 CSM conversations to uncover why they are leaving and what keeps them in 2026. Grab the Talent Report here: https://customer-success-career.captivate.fm/reportWhat if I told you that 85% of CSM turnover is completely preventable — and most leaders are missing the real reason their top performers are walking out the door?In this episode, I break down insights from 1,474 Customer Success professionals who told us exactly why they're job hunting. And spoiler alert, it's not layoffs, pay, or return-to-office mandates. I reveal the surprising truth about what CSMs want most in their next role, and how even your most loyal team members start considering exits.I'll also unpack the three types of CSMs who leave for growth, the invisible ceiling stopping your best people, and the #1 leadership blind spot you can correct to transform retention overnight. This is part one of a two-part series, and today we're starting with the data leaders need to see.By the end of this episode, you'll finally understand what's normal, what's fixable, and where your blind spots might be, whether you manage a CS team or you're a CSM quietly feeling stuck. Want to know how to turn your team into unstoppable, loyal top-performers? Hit play and let's dive in.4:04 – Why Most CSM Turnover Is Preventable5:57 – What “Growth” Actually Means for CSMs8:20 – Three Types of CSMs Who Leave for Growth13:03 – Why Impact Really Matters15:43 – Next Steps for CS Leaders & CSMs: Action Plans Are Coming in Part Two

NFL.com columnist and NFL Network on-air talent Jeffri Chadiha joins the Gregs for a conversation on the 49ers’ biggest offseason priorities, including how Jauan Jennings’ free‑agency decision could shape their roster. He also explores the league‑wide head‑coaching carousel and what the emerging power structure means for the next chapter of the AFC.See omnystudio.com/listener for privacy information.

How do the Patriots fix the turnover issue on offense?

One year into this second Trump presidency, high level staff and Cabinet turnover is significantly lower than it was during the same period in 2017. NPR's Tamara Keith reports. Support NPR and hear every episode of Trump's Terms sponsor-free with NPR+. Sign up at plus.npr.org.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

With the Buffalo Bills firing their Head Coach Sean McDermott, Henry says the turnover in professional sports coaching is insane these days, he doesn't care what the public image of Minnesota is and you shouldn't either, plus we have Bite of the Night and Headlines.

The transfer portal never sleeps, and neither do the Ducks. In this episode of the Autzen Audibles Podcast, Erik Skopil and Matt Prehm dive into Oregon's massive wave of outgoing transfers, now totaling 30 players, and what it means for the future of the roster. The duo breaks down Oregon's latest string of portal commitments, answers key mailbag questions from Duck fans, and previews the upcoming visit of a five-star transfer prospect that could become a program-changing addition for Dan Lanning's squad. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Live around 5 p.m., Post-Gazette sports columnist Paul Zeise weighs in on the high degree of coaching turnover this season following the departure of Mike Tomlin, Sean McDermott, John Harbaugh, Kevin Stefanski, Pete Carroll, Brian Daboll, Mike McDaniel and others. Have expectations from fans, owners, and GMs like Omar Khan gotten out of control? Will teams like the Steelers, Bills, Ravens, Browns, Raiders, Giants and Dolphins regret their coaching changes? And how intense will competition for coaching candidates like Ejiro Evero, Jeff Hafley, Jesse Minter, Chris Shula, Nate Scheelhaase, Brian Flores, Mike McCarthy and Anthony Weaver become for the Steelers as a result of all the changes? Paul tackles those questions and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Alex Barth and Matt Dolloff react to the New England Patriots' AFC Divisional Round win over the Houston TexansSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Kieran and Ciarán give their thoughts after a Divisional round match up that both defenses dominated. More questions to answer for CJ Stroud? Are the Patriots destined to head back to the Superbowl with the Bo-less Broncos to come? Our partner QuinnBet have great odds on the divisional round games, amazing Acca Bonuses, Acca Insurance & many other daily specials. Find out more at⁠⁠ ⁠https://www.quinnbet.com/uk/sports/specials⁠⁠⁠. Remember it's 18+ T&Cs Apply - Always Gamble Responsibly.

On this episode @TadPredicts gives us his thoughts on the upcoming EPL Gameweek 22. Tad also breaks down what #MUFC & #CFC fans can expect from Michael Carrick and Liam Rosenior. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Welcome to Steelers Morning Rush, our new daily short-form podcast with Alan Saunders, giving a longer perspective on a single news topic surrounding the Pittsburgh Steelers or the National Football League. Today, it's the continued fallout from the resignation of head coach Mike Tomlin, and specifically where we should expect a big turnover on the team's roster. The team has 28 pending free agents, so it seems like they were in line for a large turnover anyway, even before the emotional exit of Tomlin. Alan breaks it down. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode @TadPredicts gives us his thoughts on the upcoming EPL Gameweek 22. Tad also breaks down what #MUFC & #CFC fans can expect from Michael Carrick and Liam Rosenior. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's Sports Daily covers Mike Tomlin steps down as Steelers coach, an unpopular take on Tomlin and Harbaugh getting jobs next season, how are teams off a bye in the playoffs the last 20 yrs, and the turnover game was an anomaly this past weekend.Music written by Bill Conti & Allee Willis (Casablanca Records/Universal Music Group)  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Why do some recruiters command premium fees while others compete on speed and price? It's not talent or experience. It's whether they've packaged their service as a product. Andrea Hoffer learned this lesson the hard way. Before launching her consulting business, Andrea spent 10 years running a Massage Envy Spa franchise. She led a team of more than 30 employees. Her therapeutic staff stayed. Her front-desk hires didn't. Turnover was constant. She hired fast, hoped for the best, watched people struggle in a sales-driven role, then repeated the cycle. Eventually, she stopped and asked herself a simple question: “I've been trained better than this.” That question changed everything. Andrea rebuilt her hiring approach from scratch and turned it into a branded, repeatable system she now calls the Dream Hire framework. It worked so well that other franchise owners began asking for help. Today, Andrea runs AHA Talent Consulting, where she helps business owners build “hiring machines” that consistently attract the right people. She charges $10,000+ for setup and $3,000+ monthly subscriptions. No placement fees. She's not selling placements. She's selling a system. In this episode of The Resilient Recruiter, we break down how to package your recruitment process as a signature solution, why story-based discovery beats traditional intake calls, and where AI genuinely adds leverage without replacing human judgment. In This Episode, You'll Learn: Why packaging your process matters more than speed or experience How the Dream Hire framework works and why Define is the most skipped (and costly) stage Why asking for stories reveals more than job descriptions ever will How to assess culture fit without relying on gut feel Where AI creates real value in hiring and where it doesn't How to use technology to scale insight without losing trust Episode Highlights [4:10] The hiring nightmare that forced Andrea to rebuild her entire process [7:38] Why changing the job posting language repelled the wrong candidates [9:31] The 90-minute group interview where candidates self-select out [12:24] Breaking down the Dream Hire framework: Define, Reach, Engage, Assess, Motivate [13:23] Why most recruiters skip defining and pay for it later [30:20] Assessing culture fit by asking for stories, not descriptions [36:08] The CAR technique for behavioral interviewing [39:58] Where AI creates the most value in hiring [41:02] Using AI chatbots to screen minimum qualifications [52:20] How Andrea uses AI to extend reach without extending hours Guest Bio Andrea Hoffer is the founder of AHA Talent Consulting and creator of the Dream Hire framework. She helps business owners attract, hire, and retain the right people through structured hiring systems and disciplined use of AI. Before consulting, Andrea spent 10 years as the owner and operator of a Massage Envy Spa franchise, where she led a 30+ person team and experienced firsthand the cost of hiring without structure. Today, she works primarily with multi-unit franchisees and small business owners who want predictable hiring outcomes without constant churn. If you're ready to stop competing on speed and price and start owning your process, your positioning, and your outcomes, this episode is a must-listen.

Like the show? Show your support by using our sponsors.Promotive can help you find your dream job. Touch HERE to see open jobs.Need to update your shop systems and software? Try Tekmetric HEREWanna go to Tekmetric's first ever industry training event Tektonic? Register HEREToday, Jeff get's to catch up with Lisa Coyle and Sam Freeman from Promotive. They discuss the challenges of recruiting and retaining automotive technicians and service advisors. The team explores why job hopping is often misunderstood, saying that it's frequently due to industry conditions rather than technician performance. They highlight the importance of building mentorship and supportive shop cultures, revealing how both technicians and advisors benefit from ongoing training and honest communication. Timestamps:00:00 Changing Hiring Dynamics09:17 "Diagnostic Tech Misalignment"14:45 Employee Growth and Retention Strategies19:06 "Show Me the Proof"22:23 "Workplace Dynamics and Expectations"26:34 "Underpaid Service Advisors Debate"32:14 "Bridging Advisor-Technician Divide"37:29 "Incentivizing Flat Rate Pay Notifications"42:30 "Harbor Freight Tools Debate"50:42 "Be the Person Who Inspires"57:07 "Flat Rate Payment Inequity"01:00:50 "Consumer Expectations and Instant Gratification"01:04:12 "Treat Others with Courtesy"01:08:42 "Top Accomplishment Interview Question"01:14:57 "Qualified Teachers Matter" Follow/Subscribe to the show on social media! TikTok - https://www.tiktok.com/@jeffcompton7YouTube - https://www.youtube.com/@TheJadedMechanicFacebook - https://www.facebook.com/profile.php?id=100091347564232

Heating & Thermostats in Suited Houses | What Canadian Investors Need to Know Real Estate Investing Morning Show – Hosted by Wayne & Gabby Hillier Heating seems like a small operational detail, but in suited houses it can quickly become one of the biggest drivers of tenant conflict, turnover, and hidden long-term costs. In today's episode, Wayne and Gabby break down a real investor question involving a legal secondary suite with one furnace and one thermostat, and use it to explain why shared systems create real-world problems that rarely show up in spreadsheets. This conversation goes beyond thermostats and into tenant psychology, turnover math, and why suited houses often underperform over time, especially in Edmonton's older housing stock.

In this episode of Excess Returns, we dive deep into one of the most pressing investing debates today: how to think about valuations, profit margins, and artificial intelligence in a market that feels both expensive and transformative. Sam Ro joins Matt Zeigler and Kai Wu for a wide-ranging conversation that explores whether traditional valuation tools still matter, how AI is reshaping corporate economics, and why history suggests investors should be cautious about bubble narratives even when enthusiasm runs high. From profit margins and capital intensity to the future of the Magnificent Seven, this episode focuses on how long-term investors can frame uncertainty without relying on false precision or short-term market calls.Timestamps00:00 Valuations, bubbles, and why timing markets is so hard01:41 Do valuations still matter for investors05:58 S&P 500 valuation levels versus history09:30 Profit margins and why mean reversion has not shown up yet14:39 Household finances, pricing power, and consumer resilience15:47 AI, productivity, and the limits of forecasting economic impact19:15 Valuations adjusted for structurally higher profit margins21:15 Tech multiples, growth expectations, and PEG ratios24:07 Are we in an AI bubble and why that question may not help29:14 Lessons from past bubbles and irrational exuberance30:14 How transformative AI could be compared to past innovations35:20 Massive AI capital spending and the risk of overbuild39:42 Who captures value in AI: builders versus users46:39 Revenue per worker and productivity trends48:00 Dispersion inside the Magnificent Seven51:34 Big tech shifting from asset-light to asset-heavy models59:53 Turnover among top companies over time01:01:10 Why Wall Street price targets miss the point01:04:30 Presidential cycles and market returns01:06:28 Fund manager surveys and why popular risks are often lagging indicatorsTopics coveredHow investors should think about valuations over long time horizonsWhy elevated profit margins may be more structural than cyclicalThe role of AI in productivity, earnings, and competitive dynamicsBubble psychology and lessons from the dot-com eraCapital intensity, overinvestment, and the risk of write-downsWhy AI infrastructure builders may not capture most of the valueWhat dispersion within the Magnificent Seven signals for marketsWhy broad diversification still matters in a rapidly changing market

Stuck in the same gear? Not happy with your race speed? It might mean you need more work on being responsive. How do you build another gear? Glad you asked. Today, we get into why triathletes often feel stuck at the same speed and how to break the cycle. We look at swimming, biking, and running and give some thought on how to create more of a range, especially when you need it. Going fast can feel good and fun, but sometimes our Zone 4 effort equals our Zone 2 speed in a race. Today, we look at solid and proven ways to break out of being a one-speed wonder, but note, it's not always easy. Topics: Last week on C26 Coming at you consistently We're the podcast version of an age-grouper that outlasts everyone to qualify for Kona New Orleans 70.3 memories Swim rant? One speed wonders Turnover vs. Stroke length in swimming Natural cadence vs. being uncomfortable Hill sprints Something needs to be a priority Increasing FTP vs. Losing weight Swimming more or strength work? Trying to change everything at once Focus on one thing Swim form Hard 25's and 50's What about your base? Not thinking in the water Building another gear Being Responsive One speed Without ranges we tend to not be present RPE - Bodymind Fitness vs. Form We can't skip steps Focus on moving correctly When Zone 4 effort equals Zone 2 speed   Mike Tarrolly - mike@c26triathlon.com Robbie Bruce - robbie@c26triathlon.com

In Hour 3, the WIP Afternoon Show is joined by Mike Mayock, who breaks down why the turnover battle will be crucial in Eagles vs. 49ers. Plus, an electric call from Chuck in Mt. Airy.

Mike Mayock stops by the WIP Afternoon Show to discuss just how tight the Eagles vs. 49ers matchup is—and why the team that avoids mistakes will come out on top.

When a new U.S. presidential administration is inaugurated, federal agencies experience changes in leadership and staff. Nicole Nason served as administrator of the Federal Highway Administration (FHWA) at the U.S. Department of Transportation during the first Trump Administration. She understands as well as anyone the challenges of pursuing policy priorities in transportation while navigating the often choppy waters of politics in Washington, D.C. Ms. Nason joins us today to discuss her passion for public safety inspired by her father, who was a motorcycle cop in New York State; reminisce with Allan about their time together as agency leaders in Washington; and urge others to pursue a life in public service. | View the United States Government Policy and Supporting Positions (Plum Book) mentioned in the episode

This week we talk about the Chicago Bears loss to the Lions...more importantly, their upcoming playoff game against the Packers! Bears in the Neighborhood is your weekly insight into the Chicago Bears in under 30 minutes, a podcast hosted by Samir Patel and Chirag Rathod! Bears in the Neighborhood is part of the “Mr. Rathod's Neighborhood” network of podcasts!---Music: “Juicy Booty” by Subpar Snatch – used with permission from the bandVideo: Created using Luma Dream Machine and ClipchampPodcast Art: Created using CanvaOpening Clip: https://x.com/swiftynetwork/status/2008002232734925249?s=10---Do you want to have your Bears thoughts heard on this podcast? Email us a 30 second clip of all your Bears feelings to bearsintheneighborhood@gmail.com and we may feature that clip in a future episode!---*Samir Patel*Samir is a contributing author for On Tap Sports Net, co-host of the “Bears on Tap” podcast and a lifelong Chicago Bears fan.Website: https://www.mylifewithme.com/Article: https://ontapsportsnet.com/nfl/chicago-bears/bears-open-21-day-practice-window-for-kyler-gordon-and-braxton-jones/IG and X @smpatel06; @bearsontap *Chirag Rathod*Chirag is the host of the podcast Mr Rathod's Neighborhood, an improvisor and a lifelong Chicago Bears fan.Website: https://www.chiragrathod.com/IG @mrrathodsneighborhoodIn the Lab Cookin' with Me & Zazzle: https://youtu.be/MWPkDf2P0Co?si=MZbZhGDY0GJRLpn1---Check out the podcast Mr Rathod's Neighborhood on all streaming platforms to listen to episodes of “Bears in the Neighborhood”. Spotify: https://open.spotify.com/show/6CWTRtL5dizA1iyS2O7qeN?si=573ff211b80c4d8aApple Podcasts: https://podcasts.apple.com/us/podcast/mr-rathods-neighborhood/id1445766040Video: Episodes available on YouTube! https://youtu.be/Lr4fRm0-kVc ------ChiragRathod.comIG: @mrrathodsneighborhoodYouTube: https://www.youtube.com/@chiragrathod9882

In corporate finance, we often focus on balance sheets, cash flow, and NPV. However, there is an "invisible factor" that dictates whether those numbers hold up: Corporate Culture. While it doesn't have a line item, culture acts as either a precision tool for financial discipline or a toxic liability that destroys enterprise value.In this episode of Corporate Finance Explained, hear how to move culture from the HR office to finance, exploring how trust, psychological safety, and accountability translate into hard dollars and cents.The 4 Financial Levers of CultureA strong culture isn't just about "feeling good" it's a performance multiplier that impacts the bottom line through four direct channels:Productivity & Execution: High-trust cultures move with incredible velocity. By cutting through bureaucratic "sign-off" layers and blame-avoidance, high-trust teams can reduce decision cycle times by up to 40%, accelerating time-to-market.Decision-Making Quality: Healthy cultures encourage "robust debate." When employees feel safe to voice concerns (Psychological Safety), leadership avoids the catastrophic blind spots that lead to failed mergers or flawed product launches.Cost of Human Capital: Employee turnover is a massive recurring expense. Replacing an employee can cost 50% to 150% of their salary, but the hidden costs—lost institutional knowledge and training dips—are even higher.Risk Management & Compliance: Fear-based cultures suppress bad news. A culture that encourages surfacing risks early lowers the company's risk profile, directly reducing the Cost of Capital (the interest rates you pay) demanded by lenders.Culture in Strategy: Accuracy, Discipline, and InnovationCulture fundamentally changes how a company executes its financial planning and growth:Forecast Accuracy: Transparent cultures provide cleaner, earlier data. Surfacing a risk is rewarded, leading to fewer "end-of-quarter" surprises.Cost Discipline: Cultures of high accountability drive Zero-Based Budgeting (ZBB), moving away from "entitlement spending."Innovation: Real innovation requires the safety to fail. If failure is punished, employees only pursue safe, incremental ideas, stifling disruptive growth.Resilience: During market shocks, trust enables rapid cost-cutting and resource reallocation that low-trust competitors cannot match.Case Studies: Triumphs and TragediesNetflix (Success): Their "Freedom & Responsibility" model enabled massive capital shifts from DVDs to streaming via extreme strategic agility.Google (Success): Psychological safety powers an R&D engine that prunes failing projects early, saving billions in "sunk costs."WeWork (Failure): A culture of unchecked exuberance ignored financial controls, erasing tens of billions in paper value.Theranos (Failure): Suppression of dissent led to massive misstatements and total corporate obliteration.The Finance Professional's Cultural DashboardFinance teams should track cultural health using these granular data indicators:Turnover by Function: High churn in Internal Audit or Compliance is a massive red flag. Forecasting Behavior: Are teams "padding" budgets to create easy beats? This is a symptom of low trust. Project Delivery Metrics: Consistent delays in cross-functional handoffs often signal a collaboration problem, not a funding one. Ethical Indicators: Spikes in whistleblower reports or audit findings are leading indicators of catastrophic financial risk.

Bump and Stacy hear what OC Klint Kubiak and QB Sam Darnold said about fixing the Seahawks persistent turnover issues heading into Saturdays game against the 49ers, they give you their thoughts on the NFL’s week eighteen slate and the College Football Playoffs in Headlines Rewrites, they bring you the biggest stories around the league, including what Pete Carroll said about Maxx Crosby, and they break down what the Seahawks could prove with a win over the 49ers. 

"Dubs Talk" hosts Bonta Hill and Monte Poole assess Golden State's collapse in Toronto and highlight the positives in the Warriors' win over the Nets.--(3:07) - Breaking down Warriors' brutal loss in Toronto(9:50) - Warriors' inability to perform in crunch time(15:30) - Steve Kerr finally makes a big lineup change(17:31) - Jonathan Kuminga racks up more DNP's vs Raptors, Nets(26:04) - Analyzing Warriors trade rumors(34:00) - Can Warriors take advantage of incoming home stand? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.