• Dr. David Tabaroki of Queens, New York, shares a simple personal standard designed to improve trust, safety, and long-term outcomes.

New York, US, 25th February 2026, ZEX PR WIRE, Dr. David Tabaroki, an oral and maxillofacial surgeon and practice owner based in Queens, New York, is encouraging individuals to adopt a simple personal decision standard he calls the Three Checks Standard: Pause, Verify, Commit.

The approach is built for everyday moments that quietly shape outcomes, including financial choices, privacy habits, career moves, and health routines. The goal is not perfection. It is consistency.

Tabaroki’s professional life has been shaped by long training, repeatable systems, and sustained execution. After immigrating to New York at age 12, he earned full scholarships to Yeshiva University and NYU, graduated in the top 5 percent of his dental class with honors, completed four years of oral and maxillofacial surgery training at Montefiore University Hospital, and went on to build and lead three practices: Queens Blvd Oral Surgery, Jamaica Estates Oral Surgery, and Gramercy Dental Group.

He says the same mindset that supports clinical precision and long-term practice growth can also improve how people handle everyday decisions.

“Success means building something that lasts,” said Dr. Tabaroki.
“I treat each day like it matters. Small decisions add up over 20 years,” he said.
“In surgery, precision is everything. In business, systems matter,” he said.
“I expanded carefully. Each new location had to meet the same standard as the first,” he said.

The Three Checks Standard

The Three Checks Standard is meant to be used in any decision that carries consequences, even small ones.

1. Pause
   Stop for 10 seconds before you click, pay, sign, post, or commit. The pause creates space for judgment.

2. Verify
   Confirm the basics. Identify what is true, what is assumed, and what is missing. Verify the source, the cost, and the next step.

3. Commit
   Choose a clear action and write it down. If it is a purchase, set a limit. If it is a habit, set a time. If it is a conversation, set a goal.

Four “Basics Ignored” Stats (Scenario-Based)

The numbers below are simple scenarios that show how small misses can snowball over a year.

1. High-interest drift
   A $5,000 balance at 24% APR costs about $1,200 in interest over 12 months if it stays unpaid (5,000 × 0.24).

2. Subscription creep
   Five subscriptions at $14.99 per month add up to $899.40 per year (5 × 14.99 × 12).

3. Privacy shortcut cost
   If a password reset and account recovery takes 2 hours, and you do it 6 times a year, that is 12 hours lost to avoidable clean-up (2 × 6).

4. Health habit mismatch
   Skipping a 20-minute walk three times per week equals 52 hours of missed movement per year (20 minutes × 3 × 52 = 3,120 minutes).

30-Day Implementation Plan

Week 1: Set the baseline
Milestone: Use the Three Checks Standard once per day.
Actions:

• Write the three steps on a note and keep it visible.

• Choose one “high-risk zone” to focus on (money, privacy, health, learning, or career).

• Track each use with a simple tick mark.

Week 2: Add one system
Milestone: Build one repeatable system around your high-risk zone.
Actions:

• Money: set one spending rule (example: no purchases over $100 without a 24-hour pause).

• Privacy: change passwords for your top three accounts and turn on two-factor authentication.

• Health: schedule three short sessions for movement or meal prep.

• Learning: block 30 minutes twice a week for skill-building.

• Career: review one opportunity using a written checklist before saying yes.

Week 3: Raise the difficulty
Milestone: Apply the standard to one decision you normally rush.
Actions:

• Pick one situation you tend to do on autopilot.

• Use Pause, Verify, Commit with a written “why” in one sentence.

• If it involves another person, confirm details in writing.

Week 4: Make it automatic
Milestone: Use the standard five days in a row with no reminders.
Actions:

• Keep the checklist in your phone notes.

• Review your week in 10 minutes on Sunday.

• Keep what works, cut what does not, and lock in one rule for the next month.

One-Page Personal Checklist

Use this checklist before you click, buy, sign, share, schedule, or commit.

Pause

• I will wait 10 seconds before I act.

• I can explain what I am about to do in one sentence.

• I am not doing this because I feel rushed, pressured, or distracted.

Verify

• Source: I know who this is from and how to confirm it.

• Cost: I know the full cost (money, time, and attention).

• Risk: I know the worst reasonable outcome if this goes wrong.

• Alternatives: I can name one other option.

• Timeline: I know the deadline, and it is real.

Commit

• I am choosing one clear next step.

• I will write down the decision and the reason.

• I set a limit (budget cap, time cap, or scope cap).

• I set a follow-up date to review results.

Dr. Tabaroki is encouraging individuals to adopt the Three Checks Standard for 30 days and to share the checklist with a friend, colleague, or family member. The goal is simple: fewer rushed decisions, fewer preventable clean-ups, and steadier outcomes over time.

About Dr. David Tabaroki

Dr. David Tabaroki is an oral and maxillofacial surgeon based in Queens, New York. Born in Tehran, Iran, he immigrated to New York at age 12, earned full scholarships to Yeshiva University and NYU, graduated in the top 5 percent of his dental class, and completed four years of oral and maxillofacial surgery training at Montefiore University Hospital. He is the owner of Queens Blvd Oral Surgery, Jamaica Estates Oral Surgery, and Gramercy Dental Group.

• Richard H. Bernstein, Michigan Supreme Court associate justice and disability rights advocate, shares practical takeaways for individuals across Michigan and beyond.

Michigan, US, 25th February 2026, ZEX PR WIRE, Richard H. Bernstein, an associate justice of the Michigan Supreme Court and the first blind justice in the court’s history, is drawing attention to several fast-moving trends shaping everyday access, work, and participation for people with disabilities and the wider public.

Bernstein, who has been legally blind since birth due to retinitis pigmentosa and has completed 27 marathons, said these shifts are no longer confined to policy discussions. They show up in how people commute, learn, work, and use public spaces.

Trend 1: Disability is more common than many people assume

In the United States, more than 1 in 4 adults have a disability (28.7%).
Globally, the World Health Organization estimates 1.3 billion people, about 1 in 6, experience significant disability. 

Bernstein said this changes how people should think about access. “Accessibility is not a niche issue. It is something that touches families, workplaces, schools, and public spaces every day.”

Trend 2: Disability and work are shifting, slowly but measurably

In 2024, the employment to population ratio for people with a disability reached a series high of 22.7%, and labor force participation reached 24.5%. 

Bernstein pointed to this as a signal that more organisations are adjusting, even if progress is uneven. “When work systems are flexible and tools are usable, more people can contribute. That benefits teams and customers, not just the person requesting an accommodation.”

Trend 3: Accessible design tends to help everyone

Bernstein noted that design changes intended for disability access often become universal improvements. That pattern is sometimes described as the curb-cut effect, where changes made for wheelchair access also help parents with prams, travellers with luggage, and older adults. 

“A well-designed ramp, a clear crossing signal, or a more readable interface does not just remove barriers,” Bernstein said. “It improves the experience for everyone who uses the space.”

Trend 4: Rules exist, but follow-through is where outcomes change

Federal ADA rules require many public accommodations and commercial facilities to be accessible when newly built or altered.
Bernstein tied this to his earlier disability rights casework, including efforts that improved wheelchair access in public transit and expanded accessible seating and routes in major venues.

“The law can set the baseline,” Bernstein said. “Real life changes when organisations plan for access early and measure it like any other core requirement.”

What this means in plain language

Bernstein’s view is that access is increasingly practical, not theoretical. A bus lift that works means getting to a job. A stadium seat that is truly usable means being able to attend with friends and family. A safe crossing design means independence. These are day-to-day outcomes, and the trend lines suggest more people and institutions are paying attention.

Your next 7 days

1. Do a quick access audit of one place you visit often (work, gym, school, clinic). Note one friction point.

2. If you manage a team, ask one simple question: what part of our process is hardest to use?

3. Turn on accessibility features on your phone (larger text, voice control, screen reader options) and learn the basics.

4. If you host meetings, share materials in advance and keep formatting simple and readable.

5. When you book an appointment or event, check access details early (parking, routes, seating, restrooms).

6. Make one “low-cost fix” where you live or work (better lighting, clearer labels, reduced clutter).

7. Save one reliable disability resource page for later and share it with someone who might need it.

Your next 90 days

1. Build accessibility into planning: add an access checklist to events, renovations, or new vendor selection.

2. Upgrade one core tool for usability (captioning, readable PDFs, better contrast, keyboard navigation).

3. If you lead a business function, track one metric tied to access (time-to-support, customer drop-off, or complaint themes).

4. Set a quarterly review of physical access and digital usability, like any other operational control.

5. Volunteer time or professional skills with a local disability-focused organisation or access initiative.

Pick one step from the next 7 days list and start now. Small changes compound quickly when they remove friction from everyday life.

About Richard H. Bernstein

Richard H. Bernstein is an associate justice of the Michigan Supreme Court, serving since January 1, 2015, and the first blind justice in the court’s history. A long-time disability rights advocate, he has worked on accessibility issues across public spaces and services. He is also an endurance athlete who has completed 27 marathons.

Virginia, US, 25th February 2026, ZEX PR WIRE, Fairfax is full of busy mornings. Phones buzzing. Calendars packed. A quick look at the day ahead. Then something goes sideways.

A confusing rule. A delayed response. A form that gets kicked back. A process that feels like it has too many steps and not enough answers. A meeting that ends with more uncertainty than clarity.

If you have ever felt stuck inside a system, you are not alone. Large organisations are built to be consistent at scale. That consistency can protect people, but it can also make simple problems feel hard to solve.

I have spent most of my career inside public institutions. I have served in county government and city government. Over time, I have learned that progress usually comes from the same few moves: clarity, documentation, and steady follow-through.

A few lines I return to often:

• Success looks like trust over time.
• Clarity beats speed.
• When the pressure is high, a short checklist beats a long speech.
• Credibility is earned in small moments.
• It is years of making solid decisions, documenting them well, and keeping an organisation steady.

This letter is for everyday people dealing with a common challenge: you need help, you want to be heard, and you do not want conflict. You just want a solution that holds up.

WHY IT FEELS HARD SOMETIMES

Big systems run on rules, timelines, and responsibilities that are not always visible from the outside. Many issues have real constraints: staffing, safety requirements, legal obligations, and the need to treat similar situations consistently.

That does not mean your concern is small. It means the fastest path is usually the clearest one.

WHAT YOU CAN DO THIS WEEK

If you are dealing with a process problem right now, try these actions. Pick the ones that fit your situation.

1. Write down the issue in one sentence. Keep it factual and calm.
2. List the impact in two or three bullets. Focus on what is happening, not assumptions about why.
3. Gather a simple record: dates, names, and what was said or promised. Save emails and notes in one folder.
4. Identify the exact request you are making. Ask for one next step, not ten.
5. Read the relevant policy or guidance once, slowly. Highlight the parts that apply.
6. Start with the closest point of contact. A clear message to the right person beats a long message to the wrong one.
7. Ask a clarifying question before arguing a point. You may be missing one key constraint.
8. Bring a short checklist to any meeting: goal, key facts, your request, and the next follow-up date.
9. After any call or meeting, send a brief recap message. Confirm what was agreed and what happens next.
10. If you need to escalate, do it in a straight line. One level at a time, with your documentation and your specific request.

None of this is about winning. It is about getting traction.

A FINAL NOTE FROM THE PUBLIC SIDE OF THE TABLE

Public institutions are built to be consistent. Consistency protects people, but it can also feel slow.

When people bring clarity, steadiness, and good records, it becomes easier for staff to act. It also reduces misunderstandings and repeat conversations.

If you want a simple way to start, use this baseline: one sentence, a few facts, one request, one next step.

CHOOSE ONE ACTION FOR 7 DAYS

Pick one action from the list above. Commit to it for the next seven days. Keep it small and repeatable.

Then share this letter with one person who needs it, a neighbour, a friend, a relative, anyone who feels stuck and tired and wants a calmer path forward.

ABOUT JOHN FOSTER

John Foster is an attorney based in Fairfax County, Virginia. He previously served in Fairfax County Government and as City Attorney for the City of Falls Church. He is AV rated (preeminent) by Martindale-Hubbell and serves on the Virginia State Bar Council for the 19th Judicial Circuit through 2028.