Podcasts about whiteboards

Support the ALLSMITH missionIf this conversation resonates, here are a few ways to support the movement:Subscribe to the ALLSMITH Podcast on YouTube, Apple, and SpotifyShare this episode with a coach, parent, or partner building something meaningfulLeave a 5 star review to help us reach more humans seeking alignmentFollow @allsmithco, @therealbrycesmith, and our guest @itspatbarberExplore coaching, events, and the ALLSMITH Social Club at www.allsmith.coYour support helps us bring honest conversations to fitness, leadership, and life.⸻Episode overviewHigh performers know discipline.Early alarms. Hard sessions. Long days.But there is a quieter question beneath the grind.What if the same drive building your body and career is quietly eroding the relationships you care about most?In Ep. 126, Bryce sits with former CrossFit Games athlete, master coach educator, Street Parking coach, and founder of The Father's Guild, Pat Barber.This is not just a fitness conversation.It is about identity beyond competition.Leadership inside the home.Fatherhood as craft.Success without relational drift.Pat's evolution from elite competitor to mentor of coaches to architect of fathers offers a grounded lens on performance and presence. Together, Bryce and Pat explore how to pursue excellence without sacrificing connection and how strength is ultimately measured by the stability of the lives we build around us.⸻Themes exploredCompeting versus contributingCoaching as stewardshipFatherhood as daily repsIdentity beyond achievementPresence in a distracted cultureBuilding strong homes and bodiesEmotional regulation in leadershipMentorship in fitnessLegacy through family impact⸻Key takeawaysPerformance without presence carries hidden costTraining discipline can transfer into family lifeChildren model behavior more than adviceLeadership begins with self regulationFatherhood requires intention and skillLegacy is built in ordinary momentsStrength shows in consistency across life domains⸻Memorable quotes“You can win on the floor and still lose at home.”“The real scoreboard is the trust of your family.”“Fatherhood is practiced daily, not claimed once.”“Coaching is stewardship.”“Presence is the highest form of love.”“Children inherit habits before words.”“Legacy is built in the living room.”⸻Why this mattersModern culture measures visible success.Performance. Status. Output.But the metrics that shape lives stay invisible.Trust. Safety. Reliability. Presence.As coaches, athletes, and builders push forward, relational drift can happen quietly. This conversation invites a redefinition of strength that integrates ambition and family rather than trading one for the other.⸻Closing reflectionBars get re racked.Whiteboards erased.Podiums removed.What remains are the people who shared life with us while we were busy building it.Fitness shapes the body.Coaching shapes performance.Presence shapes humans.The strongest homes are trained like anything else.Intentionally.Repeatedly.With love.⸻Subscribe for weekly conversations with leaders, athletes, and builders exploring fitness, mindset, leadershipThank you for Listening! Learn more below.ALLSMITH IG ALLSMITH YouTubeBryce Smith IG

On this episode of The Whiteboard, the debate heats up over Gavin McKenna vs. Ivar Stenberg for the first overall pick, weighing hockey operations against the business reality of drafting a Western Canadian franchise star. The guys examine the Brett Kulak–for–Sam Girard trade and how Colorado created cap flexibility while adding assets and whether the Canucks could execute a similar cap-eating move. With Vancouver set to face the Winnipeg Jets, Marco Rossi is one to watch. It's draft strategy, cap management, and roster-building all in focus. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Welcome to the Monday Minute, brought to you by our friends at Podium. The Monday Minute is your weekly reset to help you lead better, think clearer, and build your dealership with intention.Goal setting is the bridge between intention and execution. Without clear, measurable goals, your team drifts—chasing every shiny object instead of focusing on what really matters. In this episode, we break down how to set dealership goals that support your mission, create accountability, and drive real results.WHAT WE COVER:Why vague goals like "sell more cars" or "get better reviews" kill momentumThe power of specific, measurable goals (10 more units this month, 4.8-star rating)Short-term wins vs. long-term vision: How to balance both in your dealershipSetting 6-month goals that prove progress (sales targets, online reviews, financing process, follow-up systems)Defining your 3-5 year vision: more locations, digital sales, work-life balanceThe tracking systems that work: whiteboards, spreadsheets, and dashboardsWhy you adjust the PROCESS, not the goal (and how to do it monthly)ACTION STEPS THIS WEEK:Set one short-term goal - Pick something specific for the next 6 months (measurable and tied to your mission)Define your long-term vision - Where do you want your dealership in 3-5 years? Write it downOutline the steps - What specific actions will get you there?Build your tracking system - Whiteboard, spreadsheet, or dashboard—pick what keeps goals visible dailySchedule monthly reviews - Track what's working, what's not, and adjust your processClarity creates accountability. Strong dealerships don't drift—they set goals, track progress, refine processes, and train their teams until they hit the target. This week, let's turn your intentions into execution.Be sure to review this week's Sunday newsletter at theindependentdealer.com, where the full theme and exercises are laid out to help you work through this with your team. If you're not subscribed yet, sign up now. Let's build this together.SPONSORED BY PODIUM: www.podium.com

On this episode of The Whiteboard, the guys react to Team USA's overtime gold medal win over Canada, sealed by Jack Hughes and a legendary performance from Connor Hellebuyck. Despite criticism of Hockey Canada's roster decisions, Canada largely played well but was undone by elite goaltending and a stunning Nathan MacKinnon miss that could have ended it. The panel breaks down why Canada vs. USA remains hockey's best rivalry and why this result is ultimately great for growing the game in the United States. Plus, why the NHL must capitalize on the momentum heading into the 2028 World Cup and what the future holds for Canada's next wave of stars. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show recapping Team Canada's comeback win vs Finland. How high were your stress levels during the game? Is Celebrini already a top 5 player? Then, the guys discuss lineup solutions for the Gold Medal game. Later, what are the statuses of Crosby and Josh Morrissey?     This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show discussing the Women's gold medal game between Canada vs USA. Then, the guys share their thoughts on the Men's Semi-Final bracket and preview Canada vs Finland. Plus, what's Crosby's injury status? This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drace recap Team Canada's thrilling OT win vs Czechia. Should Team Canada be a bit worried? What is Crosby's injury status? Plus, the guys discuss the other Olympic Hockey matchups. Later, Filip Chytil is injured again.  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

For today's Teaching Middle School ELA podcast episode, I share the Friday whiteboard planning system that moves next week's decisions out of your head and onto a public board, cutting mental load and Sunday dread. A simple grid creates clarity, closure, and accountability for you and your students.• naming the Friday whiteboard planning system• why visibility beats memory for planning• the grid setup across days and classes• writing concise daily actions instead of full plans• reducing student questions through public plans• creating closure energy before leaving on Friday• delegating board updates to students over time• starting small and ignoring perfection• three core benefits: clarity, closure, cognitive reliefPlease take pictures of your Friday whiteboard, post them in the EB Teacher community if you're an EB Teacher, or share them with us on Instagram @EBAcademics

On this episode of The Whiteboard with Thomas and Landon, the guys recap Czechia's win over Denmark, highlighting strong performances from Martin Nečas, David Pastrňák, and David Kampf. They dive into how today's game demands offense from everyone — even elite defensive players can't survive without contributing on the scoresheet. Plus, early reaction to Sweden vs. Latvia, including notable scratches like Rasmus Andersson and Jesper Bratt, and a spotlight on draft-eligible Latvian defender Albert Smits. And yes — why blocking shots is “like killing rats” in the modern NHL. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

In this edition of The Whiteboard, Jamie Dodd and Thomas Drance run through the early action from Friday at Milano Cortina. They set up Canada-Switzerland and opine whether anyone can push Canada.  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance recap the glorious 5-0 Canada win over Czechia in Milano. The guys discuss the top storylines from the game, strategies for the tournament, and how they feel about the team after one game.    This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

On this episode of The Whiteboard, the guys break down Sweden's shaky Olympic form, including limited minutes for Elias Pettersson and Filip Forsberg, and concerns about a sluggish blue line. Italy's impressive play, especially in goal, has turned heads early in the tournament. The conversation also shifts to the women's game, where Canada's loss to Team USA sparks debate about whether the gap between the rivals is widening. Plus, a look ahead to Canada vs. Czechia and what the projected lines could mean in a tricky opening matchup. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

The Whiteboard looks at what the Vancouver Canucks can learn from the Super Bowl winning Seattle Seahawks, focusing on the importance of knowing when to move on from established stars. The discussion centers on being ruthless in pro sports, empowering the right people, and making tough decisions even when players have done the organization well. The guys draw a hockey parallel to the Quinn Hughes situation and the reality of rebuilding without sentimentality. Plus, updates on Team Canada Women and the latest around Gavin McKenna's postponed hearing. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance give an update on the Gavin McKenna charges. Plus, will the Canucks points leader end with sub fifty-points? Later, should the Canucks claim Jack Finley?  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie Dodd hosts solo! Jamie addresses the Gavin McKenna allegations. Then, Jamie discusses just how disappointing the Canucks have been this season. Plus, what did Teddy Blueger say about this team last night? This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Today's episode continues our 12-part series: 12 Shifts in 2026 for Social Impact. Over twelve episodes, we're unpacking the mindset + strategy shifts shaping the future of fundraising, leadership, and doing good in 2026. Explore the series at weareforgood.com/12shiftsShift 9 / Merge to MultiplyIn today's episode, Jon and Becky explore why collaboration is becoming a defining strategy for nonprofits seeking to protect mission and scale impact — and why the funding side of mergers and partnerships doesn't get nearly enough airtime.They're joined by Ananya Poddar, Senior Associate at SeaChange Capital Partners, to unpack what it really takes to resource nonprofit collaboration — from shared infrastructure and strategic alliances to program transfers and full-scale mergers. Ananya shares insights from the SeaChange–Lodestar Fund for Nonprofit Collaboration, including why neutral third-party support is often the missing ingredient, how leaders can build trust with funders and partner organizations, and what becomes possible when collaboration is treated as a fundable priority.Episode Highlights: Introduction to Nonprofit Collaboration (01:52)SeaChange-Lodestar Fund for Nonprofit Collaboration (5:40)Forms of Collaboration (07:00)Building Trust with Partners (10:50)Technical Assistance Funding (15:18)Case Study: She's the First & Girl Rising Merger (16:23)Cost Savings Example: Detroit Human Services Merger (20:10)Case Study: Philly Food Rescue Program Transfer (21:22)Motivations for Partnerships (23:57)One Good Thing / Homework: Make yourself familiar with what opportunities exist. (29:00)Dive Deeper: She's The First Girl RisingEpisode 653: Nonprofit Mergers Aren't a Last Resort—They're a Strategic First Choice, She's The First and Girl Rising: Listen on Apple / SpotifyEpisode Shownotes: www.weareforgood.com/episode/680Save your free seat at the We Are For Good Summit

Jamie Dodd and Thomas Drance react to the Artemi Panarin trade to the LA Kings. They delve into the Vancouver Canucks latest news and notes ahead of Wednesday's final game against the Vegas Golden Knights before the Olympic Break. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

The Canucks head to Vegas as questions grow about how Vancouver can realistically close the gap on young, elite rebuilds like Utah, Chicago, and San Jose. The Whiteboard dives into Conor Garland's interest in playing with Liam Ohgren, why Utah's patient rebuild is already paying off, and why Vancouver still lacks a true franchise cornerstone to build around. Injury concerns mount with Filip Chytil and Garland missing practice, while Sam Bennett earns an Olympic nod and Cirelli's status remains in doubt. The discussion centers on whether the Canucks' rebuild talk is finally being matched by meaningful action. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Today's episode continues our 12-part series: 12 Shifts in 2026 for Social Impact. Over twelve episodes, we're unpacking the mindset + strategy shifts shaping the future of fundraising, leadership, and doing good in 2026. Explore the series at weareforgood.com/12shiftsShift 9 / Trust Is the Work NowIn today's episode, Jon and Becky welcome back Abby Falik, Co-Founder & CEO of The Flight School, for a grounding and expansive conversation on why trust is no longer a byproduct of good leadership — it is the work.As institutions fracture, technology accelerates, and certainty feels harder to come by, Abby invites nonprofit leaders to rethink trust as a core leadership practice rooted in authenticity, courage, and inner alignment. Together, they explore what it looks like to lead without false certainty, release performative control, and build organizations that are worthy of trust — from the inside out.Abby shares wisdom from her lifelong work in leadership formation, her experience building trust-based systems, and the guiding principles behind The Flight School to help leaders move from fear to flourishing. This episode is both a call inward and a call forward for leaders navigating rapid change while trying to stay human.Episode Highlights: The Importance of Trust in Leadership (02:30)Trust as Core Work in a Fractured World (05:18)Warning Signs of Losing Trust in Organizations (12:29)Building Trust in Leadership (15:48)Leading with Hope in Uncertain Times (18:13)The Role of the Next Generation in Trust (21:51)Abby's One Good Thing (24:31)Dive Deeper: Comfortable with Uncertainty / Purchase HereEpisode Shownotes: www.weareforgood.com/episode/679Save your free seat at the We Are For Good Summit

In this edition of The Whiteboard, the guys dig into Vancouver's trade outlook ahead of the Olympic roster freeze, why meaningful movement may be limited for now, and how leverage could increase closer to the deadline. They debate which Canucks players might be willing to waive for a fresh start, whether the team can afford to sell low, and why there's been little trade heat around names like EP40, Boeser, and Garland. The conversation also touches on a shootout loss to Toronto, Tom Willander's flashes of upside, Lekkerimäki's encouraging call-up, and Barry Trotz stepping down as Predators GM. The show wraps with some levity around the Canucks' upcoming mom trip and a reality check on Vancouver's first-overall lottery odds. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

What stops people is the meaning they attach to failure, and how personally they take it. In Day 5 of the Confidence + Clients Bootcamp, I walk you through a powerful experiential process to help you release fear of failure at the root, so you can stop freezing, self-sabotaging, or pulling back right when momentum starts to build. We'll dive into: Why fear of failure is actually a protection strategy How self-doubt, imposter syndrome, and over-responsibility are connected Why blocks don't come from situations, they get activated by them How to stop making failure mean something about who you are Why success depends more on your nervous system than strategy You'll experience: Whiteboard strategy connecting inner work to real-world results A powerful group process to break free from fear of failure Somatic integration to release fear from the body, not just the mind Live coaching and real-time breakthroughs Practical insights you can apply immediately to business, leadership, or life If you're ready to stop doing this work alone and you want real support while you integrate it into your life, business, and identity, I invite you to apply to my ICF-accredited certification program. This isn't about becoming someone new. It's about fully owning who you already are and learning how to live and lead from that place. Applying doesn't commit you, it simply opens the conversation.

Jamie and Drance recap the Canucks win vs Anaheim. Then, the guys discuss how the Vancouver market has responded to the rebuild. Later, is this Drew O'Connor's peak value?This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show previewing tonight's game vs Anaheim, will the players play hard going forward? Then, the guys discuss Adam Foote motivating and developing this current Canucks team. Later, what's the latest on Conor Garland's trade value? This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Today's episode continues our 12-part series: 12 Shifts in 2026 for Social Impact. Over twelve episodes, we're unpacking mindset + strategy shifts shaping the future of fundraising, leadership, and doing good in 2026. Explore the series at weareforgood.com/12shifts.Shift 8 / Creators Are Your AmplifiersIn today's episode, Jon and Becky sit down with Kathryn Baccash, Senior Director of Communications & Marketing at To Write Love on Her Arms (TWLOHA), for a powerful conversation about why creators aren't just marketing channels — they're relationship-driven partners who can extend trust, credibility, and impact far beyond what organizations can do alone.Together, they unpack how TWLOHA has spent nearly two decades cultivating creators as collaborators rather than megaphones — prioritizing friendship over transactions, community over control, and long-term trust over short-term reach. Kat shares how creators function as core capacity inside TWLOHA's storytelling ecosystem, how relationship-first partnerships have amplified their suicide prevention work, and why letting go of rigid expectations is often the unlock nonprofits are missing.If you're ready to rethink influence, move from staff-led to community-led storytelling, and build creator partnerships that actually scale trust in 2026, this episode is for you.Takeaways: Why creators should be treated as a core capacity, not a campaign add-onHow to build relationship-first creator partnerships rooted in trust and shared valuesWhat it really means to give up control without losing your messageHow creators help nonprofits scale impact through borrowed trustWhy community depth and engagement matter more than audience sizeEpisode Highlights:Creators as a Core Capacity, Not a Nice-to-Have (2:15)Relationship-First Creator Partnerships (4:40)Borrowed Trust: Scaling Impact Through Creators (6:50)Giving Up Control to Build Real Influence (12:40)Why Community Depth Matters More Than Audience Size (21:30)One Good Thing: Create Something Yourself to Build Empathy (29:30)Episode Shownotes: www.weareforgood.com/episode/678TWLOHA Save your free seat at the We Are For Good Summit

The Canucks drop another tough one at home, falling to the San Jose Sharks as frustrations continue to mount at Rogers Arena. On The Whiteboard, the guys break down Macklin Celebrini's impact and why he continues to separate himself as a true difference-maker. They also discuss the reality that there's no Celebrini-type talent available in this year's draft for Vancouver. Plus, thoughts from Adam Foote following the loss and where the Canucks go from here. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Curse of Politics was created by Air Quotes Media with support from our presenting sponsor TELUS, as well as CN Rail, the Canadian Climate Institute, Unsmoke Canada, and Enbridge Gas.David Herle, Scott Reid, Jordan Leichnitz, and Kory Teneycke provide insights on the latest in Canadian politics.Thank you for joining us on #CurseOfPolitics. Please take a moment to give us a rating and review on iTunes, Spotify, Stitcher, Google Podcasts or your favourite podcast app.Watch conversations from Curse of Politics via Air Quotes Media on YouTube.The sponsored ads contained in the podcast are the expressed views of the sponsor and not those of the publisher.

In this edition of The Whiteboard, the Canucks announce that Thatcher Demko will undergo hip surgery unrelated to last year's injury, sidelining him for the rest of the season but with expectations he'll be ready for training camp. Jamie digs into Demko's troubling injury history, six different injuries over 20 months, and what it means for a team trying to navigate a rebuild without a reliable starting goalie. With Boeser and Buium also injured and Evander Kane's name circulating in trade talk, uncertainty continues to surround the roster. The discussion closes with Vancouver tracking toward the league's best lottery odds and the real possibility of one of the lowest point totals in franchise history. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

In this edition of The Whiteboard, the Canucks fall 3–2 to the Penguins in a tight game that showed some encouraging pushback. The spotlight turns to Bryan Rust, who faces a likely NHL hearing and potential supplemental discipline following his hit on Brock Boeser. Jamie also discuss the strong fan support during the rebuild, the pressure to execute it properly, and Kevin Weekes linking Evander Kane to Dallas and Colorado. Finally, he looks at the bigger picture: whether Vancouver can reach 60 points and avoid flirting with historic lows. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show discussing the Canucks latest moves, and if there is hope from what management has done recently. Can Evander Kane increase his trade value? Plus, Drance begins to crash out at the future of this team. Later, the guys talk lineup changes for the Canucks as Chytil will return vs the Devils. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance react to the Canucks comeback win last night vs Washington. What is Teddy Blueger's trade value? Plus, what did JP Barry say about Elias Pettersson being traded?  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Today's episode continues our 12-part series: 12 Shifts in 2026 for Social Impact. Over twelve episodes, we're unpacking mindset + strategy shifts shaping the future of fundraising, leadership, and doing good in 2026. Explore the series at weareforgood.com/12shifts.Shift 6 / Modernize Individual Giving for Today's DonorIn today's episode, Jon and Becky welcome back Dana Snyder (Positive Equation) and Mike Duerksen (BuildGood) — for a practical, honest conversation about what's changing in donor behavior and what to do about it in 2026.Together, they unpack why the donor journey is no longer linear, why friction in your systems is more expensive than ever, and how monthly giving becomes a risk-mitigation strategy for stability. You'll hear how the first 90 days create “memory structure” for donors, what Mike calls the “forgotten copy” that can make or break trust, and why making generosity visible again can help restore it as a social norm — at home and in your community.If you're ready to remove friction, build trust faster, and create an individual giving strategy that fits how donors actually live and decide in 2026, this one's for you.Episode Highlights:Today's Shifts in Donor Behavior (3:00)Designing a Donor Journey (10:30)Auditing Individual Giving: First 90 Days, Donor Needs & Team Focus (17:30)Case Studies (23:50)Mike and Dana's Playbooks + How to Activate Today (28:20)Dive Deeper: The Monthly Giving Summit (Feb 25, 1:00PM - Feb 26, 4:00PM EST)The StoreHomeboy IndustriesBuild Good Fundraising PodcastEpisode Shownotes: weareforgood.com/episode/676Save your free seat at the We Are For Good Summit

The Canucks continue their eight-game homestand with a tough matchup against the Washington Capitals, a team Drance calls an elite puck-movement group and a nightmare stylistic fit for Vancouver. The guys question why Thatcher Demko would even start in this spot, calling the situation confusing given the standings and long-term priorities. There's also discussion around lineup flexibility, due diligence on prospects like Verhoff and Chase Reid, plus reaction to Adam Foote's comments and the latest betting odds. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

The Vancouver Canucks set an unwanted franchise record with their 11th straight loss, raising serious questions about culture, accountability, and professionalism. Following the defeat, head coach Adam Foote delivered a blunt press conference, calling out veteran habits and a loss of composure that appear to be resurfacing. Drance connects these issues to long-standing concerns dating back to 2022, arguing the team's brief turnaround masked deeper structural problems. This episode breaks down what this losing streak really says about the Canucks and where responsibility truly lies. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

AI is everywhere right now and for a lot of nonprofit leaders, it feels equal parts exciting and overwhelming. In this episode, Woodrow Rosenbaum Chief Data Officer, GivingTuesday) and Elizabeth Kelly (Head of Beneficial Deployments, Anthropic) bring in a refreshing, human-first conversation about what it actually means to build AI fluency in the nonprofit sector.This isn't about becoming a prompt expert or chasing the latest tool. It's about learning when AI can help, when it can't, and how to use it responsibly in ways that strengthen trust, decision-making, and mission impact. Together, they unpack why AI fluency is quickly becoming the new digital literacy and how nonprofits can move forward without fear, hype, or burnout.You'll walk away with practical insights on how to:Shift from “should we use AI?” to “how do we use it responsibly and well?”Build AI fluency as an organizational muscle, not a one-time trainingStart small with AI by improving one painful workflow at a timePut guardrails in place around privacy, bias, and human reviewAvoid using AI just to do the same work faster and instead focus on better outcomesCreate shared learning and trust so teams experiment without fearIf you've been waiting for permission to go slow, ask better questions, and lead with intention, this one's for you.Episode Highlights: Understanding AI Fluency and Its Importance (02:17)The Role of Data in Nonprofit AI Adoption (05:10)Real-World Applications of AI in Nonprofits (07:40)Launching Claude for Nonprofits (10:38)Building Trust and Responsible AI Use (13:24)Governance and Oversight in AI Implementation (16:27)Elizabeth + Woodrow One Good Thing (22:54)Dive Deeper: AI Fluency Course (Anthropic)Fundraising.aiEpisode Shownotes: www.weareforgood.com/episode/675Save your free seat at the We Are For Good Summit

Join us for a unique, in-depth Bitcoin Cash strategy whiteboard session where we brainstorm and discuss key development initiatives for 2026! We sit down with 4 key community figures: Emergent Reasons, Jonathan Silverblood, imaginary_username, and FiendishCrypto. This episode goes behind the scenes, exploring what it takes to build the BCH ecosystem in public and chart a winning path for the future of peer-to-peer electronic cash. Enjoy the discussion and please share your thoughts in the comments.Links:Emergent Reasons on X: https://twitter.com/EmergentReasonsJonathan Silverblood on X: https://twitter.com/monsterbitarimaginary_username on X: https://twitter.com/im_unameFiendishCrypto on X: https://twitter.com/FiendishCryptoEpisode slides:https://docs.google.com/presentation/d/1FcGJ9Osnw-kPV7aCtXi689PERwU0mpIw/Donations:bitcoincash:zpsvkfqt8gykz2rfxc9selpxf8dkjucfjq4q4m0tzeSponsors:- Thank you very much to our FundMe.Cash contributors: https://fundme.cash/campaign/78- BCH BULL: https://bchbull.com Be the bull & leverage or hedge with Bitcoin Cash - Non-custodial, permissionless, fully collateralized DeFiSocials:Website: https://www.bitcoincashpodcast.comTimestamps:00:00 Video starts00:38 Intro and market update02:14 Emergent Reasons intro03:54 imaginary_username intro06:47 Fiendish Crypto intro09:08 Jonathan Silverblood intro13:09 People revisiting BCH23:22 Apocryphal strategy24:58 Strategy whiteboard: building in public32:20 Who are the stakeholders?43:51 Metrics and KPIs1:00:32 Keeping BCH permissionless1:17:02 Building credibility1:32:28 "Official" BCH channels1:43:47 Getting the BCH narrative out1:48:56 Final thoughts from Fiendish1:55:13 Lessons from Ethereum & EVM2:00:47 Community comment of the week2:01:36 Podcast supporter appreciation2:02:38 Shoutouts2:04:52 "The circle of exit liquidity" outro song

Jamie and Drance dive right into the Kiefer Sherwood trade details. Was this a good deal for the Canucks? Then, hear from Canucks GM Patrik Allvin. Allvin talks Sherwood trade, development of the younger players, Chytil injury update, and more on the Canucks.  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show discussing the Canucks road trip and loss to Columbus last night. Is this unlike anything the Canucks have experienced before? Plus, an update on the Canucks draft lottery odds and when they will get their first win of the year. Later, what's the latest on the Kiefer Sherwood trade market? This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Stability isn't something you earn once you're “big enough” or “finally staffed up.” It's something you design on purpose—or you pay for it later in burnout, panic fundraising, and house-of-cards vibes.In this episode, Brooke Richie-Babbage is back to flip the script on what capacity really means. Capacity is about changing the conditions under which your work happens, so the how of the work gets easier, less fragile + way more sustainable.We're talking broken mugs, creaky floors, cash cliffs, “build years” vs. “growth years,” and why “stability is a leadership choice” might be the most freeing (and challenging) mindset shift you make in 2026. If you've ever thought, “We'll feel stable when we finally _______,” this episode's your loving interruption.You'll walk away with clarity + next steps to build real capacity, including how to:Redefine capacity + stability as design problems, not personal failures → Shift from “I just need the right people / next grant / better tool” to “Where is our organization fragile, and how do we strengthen the container—systems, rhythms, decision-making—so the work doesn't require heroics?”Narrow priorities + clean up decision-making so everything stops bottlenecking at the leader → Get practical about choosing fewer, deeper priorities; naming what you're not doing this year; and mapping who actually owns which decisions—so your ED (or you) isn't secretly holding six out of ten critical calls.Build stability through simple financial + operational rhythms (not just more hires) → Learn how to read your own “financial weather patterns,” plan for cash cliffs before they hit, decouple capacity from FTEs, and tap tools, fractional support, your board + community as legitimate capacity—not just “nice to haves.”Episode Highlights:Dive Deeper: Episode 614: https://www.weareforgood.com/episode/614Episode 464: https://www.weareforgood.com/episode/463Thank you to our partners

People Leave™ — and in 2026, the pace and intensity of transition is accelerating. In this episode, Naomi Hattaway, interim leader and organizational health builder, shares what it actually takes to build nonprofit health through uncertainty before someone resigns. We talk about the hidden fragility that uncertainty exposes (founder dependency, undocumented roles, disengaged boards), and the practical foundations that help teams stay aligned when everything feels on fire.You'll walk away with concrete tools for transition readiness, including how to:Treat turnover as normal — not a crisis — so you plan for departures instead of getting blindsidedBuild real financial resilience with reserves and budgets that account for searches, interims, and transition supportCreate simple documentation so critical knowledge isn't trapped in one person's headGrow “endings literacy” by talking openly about departures, loss, and what it means to leave wellCenter humanity in hard moments with grief-aware practices, dignified layoffs, and stay interviews Because healthy systems don't stop people from leaving — they make it possible for people to leave well.Episode HighlightsUnderstanding Uncertainty in 2026 (02:06)Proactive vs Reactive Approaches (05:39)The Importance of Infrastructure (07:54)Endings Literacy: Navigating Transitions (13:30)Creating a Culture of Grief and Loss (22:00)Leaving Well: The Art of Transition (28:26)Human-Centered Change in High-Stress Environments (31:25)Naomi's One Good Thing (35:07)Dive Deeper:Naomi's WebsiteTransition Archetype QuizEpisode Shownotes: www.weareforgood.com/episode/673Thank you to our partners

Travis Timmons shares with host Andrew Stotz how a decade of frustration running his physical therapy practice turned into joy once he discovered Deming's philosophy and embraced systems thinking. Through PDSA cycles, clearer processes, and genuine team involvement, he transformed Fitness Matters from chaotic growth to a scalable organization getting stellar outcomes. His story shows how small businesses can create stability, joy in work, and remarkable results by improving the system rather than pushing harder.   TRANSCRIPT   0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm here with featured guest Travis Timmons. Travis, are you ready to tell us about your Deming journey?   0:00:19.7 Travis Timmons: Hey Andrew, thanks for having me. And yeah, very excited to share our journey and how impactful it's been on both our company, but also me personally and my family. So, super excited to kind of share where we started before Deming and where we're at today. So I'll just dive right in if that sounds like a good...   0:00:39.9 Andrew Stotz: Yeah. And I think just for the audience here, I'll just mention that Travis is physical therapist, founder and president of Fitness Matters in Columbus, Ohio, going on his 27th year of business. And you know, you and I have had some discussions. You've had a lot of great things that you've written and we've gone through and I think it's really an exciting story, particularly for a small mid sized business owner who's just frustrated as hell that things aren't going the way that they want. And I think your frustration a long time ago was a driving force. So I'm excited for you to share your story. So yeah, take it away.   0:01:22.6 Travis Timmons: Yeah, very excited. Yeah, 2000 is when we started, January 2000. So coming up on 27 years, as you mentioned, do physical therapy and wellness. And the first 10 years I was in business, pretty good at being a physical therapist. Started my own business and had no idea how to run a business. I knew a lot about physical therapy, but just kind of shooting from the hip in regard to business. Spent about a decade struggling, frustrated. We were growing, but growing slowly, growing chaotically. No process, it was just a, it was a heavy burden, to be honest with you. We were growing, but it was kind of Herculean effort on my part.   0:02:10.1 Andrew Stotz: I'm just curious how you were feeling at that time. Like there's gotta be a better way or this is the way business is and I just gotta muscle through this or how were you feeling at the time?   0:02:21.0 Travis Timmons: I was feeling frustrated and isolated. Didn't quite know where to turn. Yeah, I guess that's how, and just a burden. Didn't want to let the team down, I did not want the business to fail. I knew we had something different to offer. Just really had no idea how to scale that in a professional way. And along the journey was very fortunate to have a client who had a very successful business, took me under his wing. Ray Crook is his name. Started mentoring me and as luck would have it, he was familiar with Dr. Deming and a very long story short, after several meetings with him over time, some mentoring, I'd read the book along the way, the E-Myth Revisited and had some learnings from that book that really jumped out at me and came to the conclusion, both with reading that book and some feedback from Ray of basically, hey, it's time to grow up and turn this into a real business. If you're going to do this, let's do it right. And at that, around that time he introduced me to Kelly Allen with the Deming Institute. And you know, so we were 10 years into some chaos, had really no process, just would try stuff, see if it stuck or didn't.   0:03:43.5 Travis Timmons: If that didn't work, didn't really have any way to measure if stuff was working well. So really just a lot of chaos. And became introduced to Deming through Kelly Allen about 10 to 11 years into our journey and man, was that a breath of fresh air in terms of like having a direction to go in. After a few meetings with Kelly, him getting a better understanding of what was important to me, I think him just really understanding that I was serious about wanting to turn our organization into a large, professionally run and well run organization that would have a positive impact on people's lives, both team members and clients. I think he kind of, I think that we were so bad off he took pity on me to begin with, just to be honest with you, and he was like, man, this guy needs a lot of help. He could do some good in the world with what the services they have to offer. But if he doesn't figure out how to run a business professionally, they're never going to scale.   0:04:44.0 Andrew Stotz: And it's interesting that you reached out. I mean, there's a lot of people that are stuck in that situation and they really don't, either they don't reach out or they're afraid to reach out or you know, maybe they think there's no solution or nobody's going to help me. And you know, certainly when you're small, you also don't have huge budgets to hire people to come in and fix your business. You know, I'm just curious, like what drove you to even reach out?   0:05:09.8 Travis Timmons: I think I was fortunate enough to, A, have the mentor with Ray. And then secondly, have always been a believer in you got to check your ego at the door and know that you don't know everything. I think I've seen Business owners that are afraid to admit they don't know everything and so they keep things insulated and that just doesn't get you anywhere.   0:05:35.7 Andrew Stotz: Yeah.   0:05:36.3 Travis Timmons: So I just was fortunate kind of how I was raised as arrogance isn't a good thing, so check your ego at the door and learn from, learn from people smarter than you. And so I kind of took that fully at heart and like, all right, I have no idea how to run a business. I need to learn how to do that from really smart people. Read a lot of business books over the years, but the Deming philosophy, when I was introduced to that at the two and a half day seminar, went to that. I got to the Deming two and a half day in, I think that was 2013. So I was 13 years into the entire journey by the time I had met with Kelly, done some learning. And then at a time where the Deming two and a half day was offered in Ohio to where I could get to it, to your point earlier, budget plays into things for small businesses. So I was able to drive to that one and that two and a half day seminar just opened my eyes up to things that I knew in my heart but had no idea how to make that happen.   0:06:46.2 Travis Timmons: And what I mean by that, Andrew, is one of the key things I took away from that first two and a half day is Deming's belief that roughly 96% of issues within an organization are not people issues, but they're process and system issues. And that aligned with my worldview of if you hire good people, which we did, they show up every day wanting to do a good job as long as they have a good system and process to work within something that's professionally put together. So that was takeaway number one that really resonated with me. And the person responsible for said system is me. There's no passing the buck as the owner. And that resonated with me. It's a big responsibility to own a business in terms of the people and clients you're responsible for. And there's no passing the buck. You're responsible for the system at the end of the day.   0:07:42.3 Andrew Stotz: Yeah. I remember when I was 24 attending Deming seminar, when I was working for Pepsi, and it was a little bit different situation than yours. I could see, though, the same thing resonated with me. I could see that people were hemmed in by the system. And even though many people in the factory had really good intentions and they wanted to do a better job, they literally couldn't because they didn't have the tools or the budget or the this or the that. And a lot of times it's easy for senior management, particularly in a big company, to say figure it out, your job is to figure it out. But that only goes so far and there's eventually a point of exasperation for people working in a company that, like, I just, there's a limit here and I'm not going to kill myself trying to do something that I can't change. And so it just, I was coming from a very different perspective as an employee in a huge company versus you at a perspective of, this is my company, I set the rules.   0:08:46.5 Travis Timmons: Yeah, can do whatever we want. And you mentioned something there. It reminds me of a quote from that first two and a half day, and it still sticks with me a decade and a half later. Almost a lot of businesses complain about the term. We have a lot of dead wood in terms of employees. And the quote, I remember Kelly sharing this, it's like, well, did you hire dead wood? Because if you did, that's on you. Or did you hire live wood and kill it and that's on you from your standpoint of, from a system. And I'm like, man, 100% true. And I hired, I had good people on our team, but we didn't have good processes to keep from killing that live wood I would say. So, yeah. And to your point on budget, yeah, I had and still do have quite a bit different budget than Pepsi. Right. So one of the other things that jumped out at me early on that made Deming very approachable and something I could engage with very easily as a small business owner was the concept of PDSAs, the Plan-Do-Study-Act.   0:09:58.5 Travis Timmons: That was a game changer for us because I was like, all right, I don't have to hire a big business consultant. We don't have to hire or pay for a bunch of software. There's very simple things we can do via the Plan, Do Study Act PDSA method that we can create systems or improve upon systems and those little experimental ways and not have to bet the farm. You know, you see a lot of businesses that try to go through these huge transformative activities, bring in a new software to fix all their problems. Things that are very expensive with no real way of understanding what their aim is, what their theory is, or even if it'll work. So, yeah, your comment on budget there, I think, is what makes Deming so approachable for any size organization, but the budget's really not a limit from the PDSA standpoint. So those were some of my key takeaways very early on on my first two and a half day Deming, it was an eye opener and just really resonated with how, how I saw the world in terms of from a human level. Just had zero idea as a physical therapist with no business training on how to implement and run a professional organization.   0:11:13.8 Travis Timmons: So as things evolved, kind of went from the kind of the term chaos to process. So after that two and a half day, I went back to our team, which was small at the time. I think we had, we were a very small company at the time. I think we had 10 employees, nine or 10 team members at the time and just presented to them like, hey, this is going to be how we run our organization. There's this thing I heard about this guy called Dr. Deming. Some of it's going to seem a little odd, but this is how we're going to do things. And just started out early on, like just with PDSA, educated them on what that meant and we're all going to work on things together. So immediately it started enforcing a culture of improvement and collaboration and voice. Rather than Travis just coming up with random ideas, we worked on them together, made the system visible and then put some experiments in place. I talked to them about operational definition. That was a new term to me and gave them some examples. We wanted every client to have a good visit with us.   0:12:29.2 Travis Timmons: What in the heck does a good visit mean? Right. We didn't have an operational definition of that, so we created an operational definition of this is a good visit at Fitness Matters. So those were some fun things early on.   0:12:42.3 Andrew Stotz: I'm curious. There's two things, the first one is for someone that really doesn't know anything about PDSA, the Plan, Do, Study, Act process or cycle. Could you give an example either of one that you did early on or one that you think is the best illustration of the application of PDSA so people can understand what you're saying, because I know it's a big part of what one of the, let's say, tools that you've used in your process.   0:13:10.1 Travis Timmons: Yeah, one of the early on ones we did that was fun to do with the team because it changed our pricing model for our private pay team. Quick example, like we do personal training and Pilates muscle activation technique. Traditionally in that world, people buy those visits one at a time or you'll buy a package of 10 or 20 at a time at a discounted rate, volume, volume pricing, right. So we had that, we had 10 pack and 20 pack of personal training. We had a 10 pack and 20 pack of Pilates, same for muscle activation technique. And we had clients that would do sometimes all three of those services, but for them to be able to optimize their discount, they had to buy a 20 pack of Pilates, a 20 pack of personal training, and then the same with muscle activation technique. So after learning some things with Dr. Deming at the two and a half day that Kelly presented at, it's like we got to be easier to do business with. Be easy to do business with and how can we do that? So our PDSA was how can we change our pricing model on the private pay services to be easier to do business with and optimize how clients can move in our system freely.   0:14:25.9 Travis Timmons: So part of the concept of PDSA is you trial it, you put your whole theory together of what you think will be true. How are you going to study it? How long are you going to try it? So we had four clients that we knew well, that we told them, we're trying this new pricing model. Would you be willing to experiment on this with us? So we didn't roll it out company wide. We just tried it with a small segment, and we called it Fitness Matters Dollars and the do the Fitness Matters Dollars package. Then the client could use that discounted bundle of money for any of our services. So the discount applied to any of the services they did rather than having to buy a bunch of different packages. So the beauty of it is you can try it small. Had we gotten it wrong, we could have thrown it out and only five clients would have experienced the error. And they knew they were part of an experiment and they were happy to help us improve. It was a big win. That was 12 years ago. That's still how we do our pricing today.   0:15:29.1 Travis Timmons: It makes it very easy for clients to optimize their health within our system and not have to spend a bunch of money with us and have a lot of monetary resistance moving about our system. So that's one example that comes to mind.   0:15:41.4 Andrew Stotz: That's a good one. And I think if you think about, let's say an accountant may say, well, but wait a minute, the cost of three different services is different and that's the idea of how do we simplify this for the client, and that's interesting. Now, did you write it down, did you go to a Whiteboard. How did you actually go through that process?   0:16:02.9 Travis Timmons: Oh, that's 13 years ago. You're testing my...   0:16:06.5 Andrew Stotz: Oh, well, you can think about a current one, too.   0:16:09.6 Travis Timmons: 12 years ago. Yeah. When we're doing a current one, we'll get together as a team. Like, we're having our annual team off-site the end of January. And we'll come up, we try to come away with three, maybe four PDSAs as a team, and we'll write it up on the whiteboard. What's the problem we're trying to solve? Another key quote I've learned from Kelly Allen over the years is "the problem named, is the problem solved." So we want to make sure we're naming the right problem first. What really is the problem? So we talk about that through our entire company so that I'm getting feedback from all pieces of the system and then we'll map it out. Sometimes we'll do fishbone charts to look where in the process are we trying to do an experiment? And then there's the PDSA kind of chart that we'll use for bigger ones so we can study it. What's our aim? What's our theory? What do we think is going to happen with this experiment? How long are we going to study it, and what's our expected outcome? So part of the PDSA magic, as you know, is what are you trying to accomplish by what method, in what time frame, and what do you think is going to happen so you can go back and test your theory after you've studied it? So, yeah, sometimes we, if it's something bigger system-wide, we put it down on paper. We have a PDF that's fillable for each new PDSA.   0:17:35.5 Andrew Stotz: And for some people listening, they may think, well, I mean, isn't that what business does? I mean like owner comes up with an idea and says, yeah, I think we could try this and see what happens. Right. And ultimately everybody's kind of poking in the dark in business. We're not given a manual nobody really knows what we're doing. What's the difference between the way that you are poking in the dark, trying to hey, let's try this, let's try that compared to the PDSA.   0:18:08.5 Travis Timmons: I don't think I learned that till my second Deming two and a half day. So the second time I went, I took some senior team members with me so we could get more eyes around what in the world is this Deming person, who is Dr. Deming? What's this System of Profound Knowledge? To answer your question, I think the realization I had that I didn't have before, kind of going down the Deming journey is I didn't view our business as an entire system. I lacked that awareness of system view versus pieces and parts view. Pre-Deming, there's a problem over here and you go chase that fire and then another problem pop up over here, and to your point like there's lots of books out there on how to solve problems or you know, you hear like there's books out there on ownership thinking. And you know, it's like, well, do you have a culture and a system and by what method do you give people the ability to have that ownership thinking? Yeah, I think that's was the big aha of looking at the entire system. Whereas previously I was looking at it in silos and only trying to solve problems when a fire arose rather than system operationally efficient, trying to get efficient and optimizing the entire system. So that was probably one of the big aha's for me. Didn't happen day one. But as I got to understand Deming more, the system view of how it all has to be working together for optimization just changes your lens totally.   0:19:51.5 Andrew Stotz: So you've talked about PDSA, you've talked about operational definitions, you've talked about systems thinking, three core principles. One last thing on PDSA is like, I wonder what percent of the total value of doing PDSA comes from doing PDSA. In other words, the actual part of forcing yourself to get people in a room to discuss what's the problem, the Fishbone diagram, think about what's our aim, what's our theory, what's our hypothesis? Let's write that down. How are we going to study that? How we know if our hypothesis was true and you know, that type of thing. And sometimes I, after listening to you, I was thinking it, I suspect that a large amount of the final benefit you get from a PDSA is really front end loaded in all the work that you do to set it up.   0:20:48.3 Travis Timmons: Yeah, yeah. Going back to your comment earlier Andrew, on when you were at Pepsi, if I heard you correctly, you didn't really have the ability to share voice or to have an impact on the system. I think you're spot on, the PDSA itself, a couple things, number one as a small business owner, you got to check your ego at the door. Your team sees stuff happening that you don't have visibility on and they're probably going to have better ideas on how to fix it than you might if you're removed from it a step or two. And then the culture of like, oh, Travis is going to listen to my ideas. I find value in that. And then when we implement a change, like nobody likes change. Right? But when you've worked on it collectively as a team and you're ready to move forward with it, that's a game changer. You're not pushing a string at that point. Everybody's leaning in because they understand they're part of the solution and you're allowing that. Where a lot of businesses are top down, command and control, that doesn't usually work very well. So yeah, I think you're spot on, Andrew.   0:22:02.5 Travis Timmons: I think that so much happens with the PDSA process from a culture and team involvement. And if you don't have that, you're going to have a hard time retaining team members, in my opinion.   0:22:16.9 Andrew Stotz: So you look like a pretty relaxed guy compared to probably what you were like many years ago when this all was going on. Maybe take us through. Okay, so you're implementing these things and what's happening, what changes are happening, what transformation is going on with you and with your organization?   0:22:36.9 Travis Timmons: Yeah, so it's a multi-year process that we went through. Still a lot of work, you know, it's not like, hey, this just solves every problem. It just changes all the lenses you look through and you have a by what method path. Here's how we are going to think about our business. So that got rid of a lot of confusion for me. I knew how we were going to go from this size business to my, we had a BHAG, Big Hairy Audacious Goal from Good to Great. We wanted to have four facilities. At the time I went through Deming, we had one. We wanted to have four facilities or more to see if we could replicate our high level of care, team member engagement, all those things. So we were working, I was working just as many hours then. It just was not frustrating, it was exciting. It was a lot of collaboration that was energizing and everything as we scaled got easier. I was not going to be able to scale our business with what I was doing because had I scaled it, the headaches would have just been out of control. The loss of revenue, like there would have just been so much inefficiency on our organization.   0:24:00.4 Travis Timmons: So I would say for that next from 2013 through 2018, we got really locked in. So we spent about, I was a little conservative at the time. I was also in Army National Guard, so had a trip across the pond and just wasn't quite at a point where I could financially roll the dice and start multiplying locations and stuff like that. But around 2018, 2019, we got to the point where the team knew Deming well. I felt like we put a lot of systems, processes in place that were replicatable and I'm like, all right, here comes a real big PDSA. We're going to go get another clinic, we're going to go do another location, and we're going to test it. So that was a big PDSA. A lot of the ones we had done up to that were small. At some point you got to go a little bigger. And we were very confident in our model. So we acquired a practice in our town and like, hey, 80% of what they do is what we do, 20% is not Deming and service lines and stuff like that. So our theory, our PDSA, was can we acquire and put Fitness Matters, culture and process in place and grow?   0:25:26.3 Travis Timmons: And we did. We were very successful with that. I had team member retention with that. You know, a lot of times when you buy out another business kind of, people head for the doors, including the owner. That owner is still working with us six years later, then we started growing. It's like, all right, here we go. We can do another one. We can do another one. Put leadership in place at each location that understand Deming. We have our processes written down. We have operational definitions written down. People know what PDSA is. If they're new to our team, it takes them about six months to figure out what all these acronyms mean. So now we're going quicker since, you know, since in the last four years, as an example, we've tripled our physical therapy volume and doubled our private pay wellness volume. And in the service line, that's fairly fast growth. Probably not fast in the IT world, but in the service line growth in a very competitive market with how physical therapy and referrals work. There aren't many private practices left out there because it's so competitive where we're thriving.   0:26:41.4 Andrew Stotz: It seems like a hard business. It seems like a hard business to scale because there's this personal aspect, there's this interaction. You know, think about the exact opposite. I don't know, let's say Instagram or whatever. There's zero personal interaction. It can scale to billions. What are the constraints to growth that you feel in your business.   0:27:03.3 Travis Timmons: So constraints are reimbursement from health insurance, referrals from physicians, because health care is consolidating. So a health care system buys up smaller organizations, physicians, and then they have physical therapy within those systems and then they're highly encouraged to refer their physical therapy in-house. So that's a big challenge for us. So we don't, we're not owned by physicians. So we have to, we have to be the best at what we do for physicians and clients to want to choose us. So one of the things Dr. Deming really big on at quality, right. You have to continually have a system that has improving quality as you grow. And the way we grow is we have our outcomes. So how well a patient does at the end of a plan of care is roughly 35% higher than national average. We're 35% above the competition because of our processes, our system, our clients, how we look at integrating our clients from the first visit, the first phone call, follow-on visits, the entire, again, thinking back to that system conversation. And I think a lot of businesses, if they haven't been exposed to Deming, they miss that very critical piece of, if your sales isn't aligned with your implementation, isn't aligned with your billing process, anywhere along that service line, going through that fishbone, if it's all not good, like we could give excellent physical therapy care, but if we have a horrible billing system, we lose clients, end of story. If we have a horrible process of answering the phone to schedule evaluations, we're out of business.   0:29:00.0 Travis Timmons: Could have the best physical therapists in the world. So, yeah, that's what it's allowed us to do from a scaling and fun standpoint. And kind of now almost 27 years in we're at a point where, one of the litmus tests I had, like, if we do this well, if we really are all-in on Deming and it's system process definitions and we have it mapped out, this should run without Travis. And I see a lot of business owners are the choke point. Like they want to be the problem solver for everything. Everything has to flow through them, slow stuff down. You're not getting all of the information from your team that could solve problems so much quicker. So one of my litmus tests early on was like, if this really works well, the business should run without me present certainly for weeks and weeks at a time. And we're there. So that's why I look Relaxed now. I didn't look this relaxed a decade ago. So, it's fun, it's fun.   0:30:11.5 Andrew Stotz: I was looking for my Out of the Crisis book, but I went online and I wanted to highlight two of the 14 points because it's something that you mentioned about improving your process and all of that. And the first one is the first point and you know, it's the first point for a reason. And number one is "create constancy of purpose towards improvement of product and service with the aim to become competitive and stay in business and provide jobs." And number five is "improve constantly and forever, the system of production and service to improve quality and productivity and thus constantly decrease costs." So how do you embody that in your business, this, because when I first read the "constancy of purpose," I originally thought it meant pick your direction and stay constant with that. But then I started to realize, no, no, it's about how are we improving our product and service.   0:31:18.9 Travis Timmons: Yeah. So if you're not evolving with, technology is everywhere. Right. So if you're not paying attention to that within how it impacts your business and constantly trying to optimize how technology interfaces with your business, you're in trouble. So, like, we're right now getting ready to, I'd say once a year we do something fairly large within technology. Next year we're going to probably be changing our documentation software because there's a newer one out there that instead of having four different softwares we have to interface with, there'll be one. So that cuts down on rework, that cuts down on learning time for a new team member. There's less resistance for clients to understand how scheduling and billing work. So I don't know if I'm answering your question, Andrew, but I think from a standpoint of, I think it was Jack Welch I heard say years ago in an interview, "there's two ways a business is going. You're either growing or you're dying." And that resonated with me, there's no sitting still because if you do, you're going to get run over. So that's always looking through, can we make it easier to schedule?   0:32:40.0 Travis Timmons: Like right now we don't offer online scheduling for physical therapy. We will in 2026. And if we don't figure that out, it could be a reason that we would eventually go out of business. So I just looked through that mindset. There's always somebody coming after you.   0:32:58.7 Andrew Stotz: Yeah, yeah, that's...   0:33:00.3 Travis Timmons: Complacency doesn't work.   0:33:01.3 Andrew Stotz: I like to think about when I was young and I took a break and I stood still. I was standing on the flat ground, no problem. But now with my 87 year old mother, if she goes one day, two days, three days without movement, she's going backwards and it's harder to catch back up. And I start to realize she's operating on a plane that has been slanted against her. And eventually the slant will win against all of us. But in the world of business if you think, well it's not about growing or dying, well, there's someone out there trying to take your business by providing a better product or service. And that's just the reality that actually is invigorating to know that, and as Dr. Deming said to have a great competitor is such a valuable thing. If you're just poking around and you're doing okay in market you're probably not going to improve as much. So that the focus on improvement is something that I just find really fascinating. There's another question that I have which is these days, way I look at like the job of leadership is that it's like imagine a very strong magnet ahead of you and you're constantly pulled to that magnet.   0:34:37.7 Andrew Stotz: That magnet is the average, the consensus what everybody's doing. And you can't help but feel that force. And if you don't realize that you're being affected by that force, you're just being pulled into it. And what I mean by that is if you say, well, what if we tried something different, a different way of doing something and then you go to customers, no, sorry, your competitor does this. If you don't do that, I'm not going to give you the business. And so you're naturally drawn towards the center or towards consensus, but what you're doing is trying to pull your business and yourself and your thinking and your team away from that and saying there's a different way. And how hard is that?   0:35:24.4 Travis Timmons: It's hard. You have to have a different lens. Comment earlier, the problem named is the problem solved. One of the things, I love that analogy. I've never heard it described that way. In physical therapy it's very common for a physical therapist to have two or three patients scheduled at the same time because the problem that was named by most organizations is poor arrival rate. And if you have holes in your schedule you're not getting paid. So they look at that as a revenue loss. So to answer your question, that's where our industry is. Like you got a double, triple book or you're going to have lower revenue. Well, what that does is it increases, in my opinion, increases the likelihood that people are not going to come because they're going to have a bad experience, they're going to have poor outcomes. Physicians are going to stop referring because their patients aren't getting better. So problem named is the problem solved? And we pulled, I like that magnet. I'm going to use that one. But pulled away and said, no, if we provide one on one care at a very high level and the entire system works well for the patient, they're going to show up, they're going to continue to show up.   0:36:49.0 Travis Timmons: They're going to be happy to pay for the service we're offering because it's going to be exceptional. And because they show up, they're going to get better. And because they get better, they're going to go tell their doctor and then more doctors are going to refer to us. And that's thinking much differently. So that gets to the problem name, problem solved. Or using your magnet example, we are like, physicians come and talk to us all the time. They're like, are you really only seeing the patients one-on-one? Are you really doing that? Because nobody else says they can do that. It's like, yes, we are. That's exactly how we're doing it. And that's why you're here talking to us right now. Because it's so much different. You can't, there's some things that are just immeasurable. Like Dr. Deming talks about that quite a bit. We don't have to market, we don't spend... I shouldn't say, we don't have to market. We don't spend nearly the amount of money on marketing that our competitors do because we have physicians saying, hey, what's different over there? That's invisible. Right? That's invisible.   0:37:56.9 Andrew Stotz: And they weren't saying that in the beginning, but over the time they got that...   0:38:01.4 Travis Timmons: Yeah, yeah. It's a process, but you know, like the flywheel. We use that flywheel example. And now it's like, we're having a hard time hiring enough team members to keep up with the growth. One of the other thing's, "joy in work." Dr. Deming talks about joy in work a lot. And that's to your question earlier about continual improvement and jobs. So we exist, there's a lot of burnout in healthcare. You can't hardly open a business article.   0:38:37.7 Andrew Stotz: Seems paradoxical.   0:38:40.4 Travis Timmons: But it's because two and three patients at a time burdened with administrative stuff. So we also exist because, man, it's so fun when you have a team member join you from one of those other organizations and we've had eight new team members we've hired since July. And I have what I call a fresh eyes lunch with them a month in. And every one of them has said, my spouse can't believe how much happier and more enjoyable I am to be around. If that doesn't motivate you to want to continue to grow, I don't know what does. So that's the joy in work piece that Dr. Deming talked about a lot.   0:39:24.6 Andrew Stotz: And let's now talk about one other thing, which is I was just talking, I gave a speech last night in Bangkok to some business owners and then we had a dinner out and I was explaining to them that like, there's a disease that's come from America, not from Wuhan, China, in this case. It's come America, it's spread all across Thailand. And you really have to be careful with this disease. It's a deadly disease. And I said, and particularly Thailand, where there's harmony. People enjoy working together. They want a fun environment, they want to make friends at work. It's a little, it's very different from a US work environment where it's like, go there, deliver, go home, separate lives. That's not the way Thai people see work. And the disease is, the disease of individual KPIs and saying everybody, by optimizing each individual, we are optimizing the whole. And I'm trying to get them to realize like, there's another way. And I'm curious I'm sure if you're getting people from the bigger institutions and stuff, they're being KPI'd to death. And how do you, how do you manage the idea that I don't want to optimize the individual, I want to optimize the whole system, but yet I also want employees to know they gotta do a good job. So how do you manage that?   0:41:03.2 Travis Timmons: It's hard when somebody comes, because you're right, there's a lot of PTSD. I've got an example from today. So we turned on, within our system, there's a net promoter score that can be sent out to patients automatically after their first couple visits with us. And we turn it off and on from time to time just to get the voice of the customer, right. I think Dr. Deming talks about the voice of the customer and who all. So it's like, hey, we haven't done that in a while. We're going to turn it back on. And there were several therapists that were like, wait a minute, you're scoring me? And then if I get a low score, I'm in trouble. So we have to spend a lot of time educating the team on some of that old head trash. It's like, no, this is to study the system and where we can improve either improving our operational definition, whatever it is, give the team member tools on how to handle a difficult client. But to your point, you have, people's brains are so wired in the way you just described. So part of it is we, we let them know up front, like, here's why we don't have employee of the month at Fitness Matters.   0:42:15.4 Travis Timmons: Here's why we don't have the parking lot for employee of the month at Fitness. Like, all of those rewards, how all of the negative unintended consequences that can go along with that. Like even giving an individual an award in a group setting. Like, we had a team who's one of my clinic directors, the business she came from before, they had like a WWE, like the heavyweight wrestling, big champion belt. They had one of those. And each week somebody would give the belt to whoever they thought was the best employee that week. And she didn't get it for like two months in a row. And she was crushed. She's like, people don't like me. So it's fun to talk about the negative unintended consequences of the individual reward, the individual competitions. We could talk for an hour about motivating via monetary motivation. That's probably a whole nother podcast. But to answer your question, we have to make it very known why we don't do those things. Because as much as people hate some of that stuff, they also expect it. Yeah, why don't, why don't we have employee of the month? You mean I'm not going to get in trouble if I get a low net promoter score from one patient?   0:43:34.3 Travis Timmons: It's like, no, we know we hire good people. We know you do your best job every day. They could be upset because their billing didn't go correctly. So we just need to know. So I don't know if that answers your question, but it's a big thing because you do have to still track KPIs or you're out of business. Like, you do have to know what's going on within your system to measure it. It's just that concept of we all are responsible for the output of the system and the system has to produce exceptional results.   0:44:06.7 Andrew Stotz: Yeah, yeah.   0:44:07.9 Travis Timmons: And we have to have a weight by what method. We have to have a system to create whether you're doing plumbing, electrical work. Like if you're going to scale a business, you have to have a repeatable product that can scale.   0:44:23.2 Andrew Stotz: Yeah. And one of the answers to that too is if you believe 94% of the problems come from the system, then even when an employee is identified as having a bad net promoter score, then the question is, does the 94% apply in that situation? Well, generally yes. And so let's dig in. I have some people that ask me like my, one of the guys last night at this event works for a bank and they have put KPIs into everything. And he was saying, I just can't escape. But another guy was like, well, I have my own business and I can do what I want. I've implemented KPIs, but what should I do? I said the first step in disentangling yourself from this individual KPI situation is just to disconnect compensation to the KPI. So just right there, there's still incentive for the employee to do something bad for the organization to do their best. But when you remove that compensation aspect, you've really taken away a huge part of the incentive. So even if you have to keep KPIs, take away the tie to compensation and then they say, well, that's the whole reason why we're supposed to do it is have the tie to compensation.   0:45:44.5 Andrew Stotz: And I said, yes, it's a little bit of a circular references cannot be resolved.   0:45:49.7 Travis Timmons: Right. Yeah. And I think we even give examples to the team as much as we can around why we don't do those type of things. Here's what would happen. And most people have worked in organizations when you point it out to them. So again, Dr. Deming talks about making the system visible. Point it out to them. If I bonused you like you see this, this used to be a thing at car dealerships. When you're buying a car, hey, you're going to get a call to rate your experience with me. If you don't give me a 10, it's going to impact my pay. And you're like, what? So we talk about that like hey, the net promoter score. If we did the same thing here and bonused you on every 10, then you're going to be bothering your patients to fill that survey out. Or if you're afraid they're going to give you low score, you're not going to, you're going to encourage them not to do it. And then me as the owner, I'm not going to hear about system breakdowns. So to answer your, I think it's an important thing that a lot of businesses like number one, don't tie compensation to your KPIs.   0:46:58.3 Travis Timmons: Like just, it's an output of the system and then explaining it to them and giving examples over time because their brains even though they hated it, like we don't do performance reviews, annual performance review. And people hate them. And I still get asked like hey, when are you doing my annual performance review? It's like do you want to do one? Well no.   0:47:21.2 Andrew Stotz: Yeah. We dropped performance appraisals in 2016 in my coffee business here in Thailand and we never looked back. We didn't come up with any particular stunning replacement. We just knew it was bad and we were willing to just walk away from what was bad. I want to wrap up and just get into the... What are the, let's talk about kind of extrinsic versus intrinsic. There's some external factors that we can say this Deming implementation provided these benefits to our company and then there's this internal or intrinsic benefits that you're getting. Maybe you can go through some of those benefits of where you're at now, what you're able to do now and we'll close it on that note of kind of what's the hope for somebody that's stuck in the situation. They're the entrepreneurial seizure, they're the technician, they're great at physical therapy, they start their physical therapy business and they're just scaling chaos basically. Tell us about, give us hope.   0:48:37.8 Travis Timmons: Yeah, no, happy to, the reason I have had the opportunity to speak in a lot of different settings about Dr. Deming and the reason I do it is because it's brought so much joy to me personally and to a ever growing team. It's having a positive impact on lives and the more I can do that, that gets to the intrinsic motivation. So the joy in work, there's a lot of bad organizations out there that just suck the life out of people. So that's my intrinsic motivation at this stage of the game of if Fitness Matters is bigger, so more jobs, there's more people having a positive experience in life and our outcomes being 35% higher, our community is getting healthier. So that's the intrinsic motivation at this stage. It's fun. I know again, we're not perfect. So continuous improvement to our conversation earlier. But the intrinsic motivation is the busier Fitness Matters gets, the busier Fitness Matters gets because of high outcomes and it's positive experience for more people in life. Extrinsically, I guess that gets to community outcomes. So that's intrinsic and extrinsic. You know, extrinsically, if you get this figured out, it's very easy to scale a business.   0:50:06.0 Andrew Stotz: And tell us about your scale, where are you at or where are your averages versus national averages? You know, what have you accomplished that's driving that external factors, let's call it.   0:50:19.4 Travis Timmons: Yeah. So a couple things. One, externally, a practice like ours nationally on average is growing at 9% to 10%. We're currently clipping along at 25% to 30%. So you know, that flywheel effect and chaos is no longer there. So we have process, so it's easier to scale. The other extrinsic piece is because of our outcomes and continuing scale, we're able to negotiate better rates with our insurance companies to reinforce our strong desire to keep one-on-one care model. So Deming talks about who all is part of your system. So insurance companies are part of our system and we don't have a lot of control over them. But because our data is so powerful externally, we have been able to negotiate higher rates than most of our competitors because our data speaks for itself.   0:51:23.2 Andrew Stotz: Faster growth, the ability to negotiate better terms because you're delivering better product and service generally means higher profit margins.   0:51:34.2 Travis Timmons: Yes.   0:51:34.6 Andrew Stotz: Fast growth with higher profit margins generally means you're generating more cash and you're no longer in cash crisis all the time and you have resources to decide, okay, now we want to expand or we want to invest or whatever.   0:51:50.9 Travis Timmons: Right.   0:51:51.4 Andrew Stotz: Is that...   0:51:51.9 Travis Timmons: Yeah, the cash crunch was real those first 10 years. So yeah, to your point, when you get to the other side of that and process is a big part of that so you're having a whole counting process, but yeah, you get to that size. But yeah, the intrinsic piece, one of the reasons I talk about Deming as much as I can. I've got two sons that are in college. My hope is there's more companies in the world today than there were 10 years ago that know about Deming, because that means there's a higher likelihood that my boys will work at a Deming company. And just seeing what a lot of companies do to people, we as owners have a big responsibility, I feel, we have a big responsibility to have a positive impact on our employees. And you're, as an owner, are responsible for that, in my opinion. And if you get it right, man, is it fun to look in the mirror or sit down with a team member or their spouse and be proud of, be proud of what you built. That's at the end of the day, the intrinsic motivation.   0:52:57.9 Travis Timmons: If you can be proud of what your product is and proud of the impact you're having on your team to where you're not sucking the life out of them, but actually intrinsically motivating them. There's not much else you can accomplish in business that was worth more than that, in my opinion.   0:53:18.5 Andrew Stotz: Yeah, wonderful. That's a great way to end it. What's the likelihood that our children are going to be working in a Deming company? Well, that's the whole reason why we are here talking about it. So, Travis, I want to say on behalf of everyone at the Deming Institute, I want to thank you for this discussion and of course, for listeners out there and viewers, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz. I'll leave you with one of my favorite quotes from Dr. Deming, and I believe it's probably one of Travis's too people are entitled to joy in work.   0:53:56.0 Travis Timmons: Love it. Love it. Thank you, Andrew.   0:53:58.0 Andrew Stotz: Yep.

The Saturday Edition of the Good Morning Football Podcast looks back at Tony Dungy's thoughts on the NFL Playoffs. Dennis Quaid leads Whiteboard Wednesday with which playoff team do you have the most trust in? Plus, Bills TE Dawson Knox talks about Josh Allen and the team finding another gear heading into the postseason! The Good Morning Football Podcast is part of the NFL Podcast NetworkSee omnystudio.com/listener for privacy information.

Hour One of the Good Morning Football Podcast begins with the Ravens firing head coach John Harbaugh. Hosts Jamie Erdahl, Kyle Brandt, Manti Te'o, and Willie Colon discuss what's next for the team and Harbaugh's options. Whiteboard Wednesday has Dennis Quaid asking the questions and the team you have the most faith in during the playoffs. Plus, Willie gives his thoughts on the Steelers and their upcoming playoff run. Stay tuned for Super Bowl Champion Martellus Bennett coming up in Hour 2 of the GMFB Podcast! The Good Morning Football Podcast is part of the NFL Podcast NetworkSee omnystudio.com/listener for privacy information.

Feeling buried under dashboards and drowning in data? You're not alone, and there is a better way.In this episode, Jonathan and Becky welcome back impact measurement expert Ori Carmel for a refreshingly honest conversation about shifting from “more data” to better decisions. Together, they unpack how nonprofits can move past performative reporting, reconnect with what truly matters, and focus on the metrics that actually drive mission-forward impact.Along the way, Ori shares candid stories, practical frameworks, and even a little Pearl Jam,  reminding us that impact work is as human as it is analytical. From uncovering your organization's unique strengths to making data feel less overwhelming (and more empowering), this episode is full of clarity, wisdom, and a few good laughs.If you're craving less noise and more meaning in how you measure success, this one's for you.Episode Highlights: Data Reckoning in Nonprofits (02:00)The Challenge of Impact Reporting (04:43)Asking Better Questions (08:54)Building Metrics with Meaning (18:36)What to Stop Doing in Data Management (23:39)The Importance of Stakeholder Mapping (30:28)Episode Shownotes: www.weareforgood.com/episode/671Thank you to our partners

Pastor Andy Cass In Whiteboard Faith, we walk through the story of Jesus stepping away from momentum, crowds, and success to seek the Father in prayer. We're reminded that our perspective is limited, but God's is not. TEXT: Mark 1:35–38, Ephesians 1:18, Acts 9:17–18, 2 Kings 6:16–17, Mark 2:18–20 NOTES: The Problem: We have limited patience and limited perspective. -Wake Up -Stay & Pray -Prayer Brings Perspective Why Pray & Fast? -To clear the board. -To remove cluttered perspective. -To say no to what you know so you can say yes to what you don't yet see. Stay Connected: Give: https://theecho.churchcenter.com/giving Online Service: Sundays 9 AM (YouTube & Facebook Live) Connect: https://theecho.churchcenter.com/peop... Instagram: @wearetheechochurch #EchoChurch #ChristianSermon #FaithGrowth #BibleTeaching

In this episode, we dig into what independent dealers are facing right now and what it actually takes to grow in the current market. We talk about goal setting that doesn't get forgotten, how to make 50 cars a month a real target instead of a wish, and why accountability and visibility inside the dealership matter more than ever.We cover the numbers behind realistic sales goals, breaking them down into daily activity, inventory expectations, staffing, and process. We also talk through the personal side of ownership: taking care of your health, protecting time with family, networking with intention, and creating habits that support both the business and the person running it.If sales have slowed down, repos are climbing, or breaking even feels like a win right now, this conversation gives you practical steps you can put in place immediately. No fluff. No buzzwords. Just real dealership strategy.Topics in this episode:• How to build toward 50 cars a month with real math behind it• Whiteboards, visibility, and daily accountability that doesn't fade• Weekly structure, staffing expectations, and lead flow basics• Understanding the market if margins are tight and collections are heavy• Operational habits that change the month before the numbers do• Protecting time, health, and relationships while still growingSupport the businesses that support the podcast:Buckeye Risk ServicesReinsurance, tax planning, and long-term wealth strategies built for independent dealers.BlytzPayBuy Here Pay Here payment processing with fast funding, text-to-pay, and real support.Tax MaxTax season systems that help dealers sell more in Q1 with same-day advances and customer-facing tax solutions.Ituran GPSGPS and payment technology for BHPH and retail dealerships focused on asset protection, recovery tools, and customer management.

This episode is a year-end exhale.Becky + Jon are joined by the incredible Lindsey Fuller for a cozy, heartfelt conversation as we gently close out 2025 and look toward a more grounded, intentional 2026. Together, we pause to reflect, breathe, and reconnect with what really matters.Lindsey brings honest wisdom on navigating burnout, the constant noise of the world, and why hope and genuine community aren't optional—they're essential. You'll hear what self-care actually looks like (hint: it goes way beyond bubble baths), plus a refreshing take on the messy-but-beautiful work of healing together.Expect laughter, real talk, a few surprise shout-outs, and plenty of encouragement to step into the new year with clarity, intention, and peace. If you're craving a reset—or just a reminder you're not alone—this one's for you

Hour One of the Good Morning Football Podcast begins with Ravens-Steelers on Sunday night. Hosts Jamie Erdahl, Kyle Brandt, Manti Te'o, and Mike Garafolo discuss how the AFC North plays out. Whiteboard Wednesday asks which Wildcard matchup are you hoping for? Plus, what one word describes Bo Nix headed into the playoffs with the Broncos? Stay tuned for "Into the Booth' coming up in Hour 2 of the GMFB Podcast! The Good Morning Football Podcast is part of the NFL Podcast NetworkSee omnystudio.com/listener for privacy information.

Trust isn't built in boardrooms, it's built in community.  In this episode, Gloria Dixon (Director of Philanthropy + Executive Director, BECU Foundation) joins us for a real talk on what it takes to share power and reimagine funding through a trust-based lens. From her journey in Milwaukee to leading community-centered giving in the Pacific Northwest, Gloria opens up about what's shifting in philanthropy and what still needs to.  Together, they dig into why multi-year, unrestricted support matters, how authentic relationships drive impact, and what it means to show up with empathy (not just reports and metrics). It's hopeful, heart-forward, and packed with practical wisdom for anyone navigating the changing landscape of nonprofit funding.Episode Highlights: Sector Challenges and Funding Changes (00:51)Gloria's Background and Upbringing (03:18)Disconnects Between Funders and Nonprofits (05:57)BECU's Community-Focused Funding Approach (08:09)Multi-Year Funding Importance (10:32)Funding Friction and Reporting Challenges (14:17) Trust-Based Partnership Practices (17:58)Employee Engagement and Community Impact (20:53) Advice for Nonprofits: Building Trust (23:11) Gloria's Personal Story of Philanthropy (25:38)Gloria's One Good Thing (29:07) Episode Shownotes: www.weareforgood.com/episode/669Thank you to our partners

Sunsetting isn't failure—it's leadership.In this episode, Becky sits down with Desiree Lyons, CEO of Namaste Direct, and Kate Flatley, Executive Director of the Women's Justice Initiative, for an honest conversation about what it really looks like to put community at the center—even when it means changing or ending your own model. Together, they share how Namaste Direct made the difficult decision to sunset with integrity and why transitioning its economic empowerment program to WJI became a powerful unlock for greater, more sustainable impact for women in Guatemala.This conversation challenges the idea that success in the nonprofit sector is always about scale and growth—and offers a practical look at how merging, evolving, and ending well can be an act of responsibility, courage, and mission-first leadership.Episode Highlights:  Kate's Path to Guatemala and Law (02:04)Women's Justice Initiative Mission and Impact (03:06)Namaste Direct's Mission and Challenges (05:29)Turning Point: Rethinking Microfinance and Debt (09:36)Sunsetting and Succession: Strategic Decisions at Namaste (15:21)Reaching Out: Collaboration and Merger with WJI (20:55)Advice for Nonprofits: Mergers, Sunsets, and Impact (26:16)One Good Thing: Final Thoughts and Reflections (31:58)How to Connect and Closing Remarks (33:19)www.weareforgood.com/episode/668Thank you to our partners